Dedication

This thesis is dedicated to our parents & teachers especially Assistant professor Usman Saram &
our mentor Production manager (Consumer Product Department, Packages Limited, Lahore)
Mamoon Tasnim who have encouraged us in putting up this effort & to those who always pray for
our success in life.

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 Acknowledgments

All praises to Allah almighty, the one & only God, who has endowed us with uncountable blessings
in life. Supplication & salutations to last prophet Hazrat Muhammad (P.B.U.H.)

We show our profound gratitude towards respected adviser Assistant professor Usman Saram for
his consistent, moral, practical as well as educational help during our project and thesis work. His
acumen & kind advice along with his fair check on us made our learning far better and interesting.
His valuable attention & special curiosity for our project enabled us to work in right direction.

We pay regards & appreciation to Mr. Mamoon Tasnim the production manager in Business Unit
Consumer Product Department Packages Limited Lahore, who led us in comprehensive way to
achieve the basic objective of our project. He taught us how to handle critical situations regarding
factory work. He guided us to plan out all components of our project according to time allocated
which resulted in our all worthy learning.

Finally we seek pleasure in mentioning our project coordinator Mr. Hassam, without whom our
project would have been strayed, he took out time for us from a very hectic schedule & enhanced
our confidence to tackle all problems and eliminate each and every sort of discrepancy. His never
fading pleasant memories would play a very significant role in building up our career in the near
future.

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 Abstract

TPM may be considered as the medical science of machines. The goal of our TPM program was
to markedly increase productivity while, at the same time, increasing employee morale and job
satisfaction. We targeted production cost reduction by reducing unexpected breakdowns and
setting times. Along with this, increase in the workers safety and job satisfaction were also our
targeted areas. We started by understanding the floor conditions, and then convincing workers and
management about the importance and benefits of TPM. We initiated our activity by 5s
implementation through red/ yellow/ green tags activities, then moving towards worker trainings
with the help of meetings, identifying and focusing on ‘vital few’ through pareto analysis and in
the end increasing worker safety and job satisfaction through motivational videos and employee
of the month activity. We also devised improved floor layout by suggesting floor paint scheme
using OSHA standards.

TPM aims to establish good maintenance practice through the pursuit of "the five goals of
TPM":

1. Improve equipment effectiveness:

2. Achieve autonomous maintenance:
3. Plan maintenance: have a systematic approach to all maintenance activities:
4. Train all staff in relevant maintenance skills:
5. Achieve early equipment management
The goal is to hold emergency and unscheduled, maintenance to the minimum resulting in the
increased productivity. To begin applying TPM concepts to plant maintenance activities the entire
work forced must be convinced that upper level management is committed to the program. Aside
from eliminating equipment downtimes, improving equipment productivity, and zeroing out
defects, TPM has the following goals: improvement of personnel effectiveness and sense of
ownership, reduction of operational costs, reduction of throughput times, and customer satisfaction
down the road.

TPM cannot be implemented overnight. Normally it takes an organization at least two years to set
an effective TPM system in place. TPM activities are carried out in small teams with specific tasks.
Every level in the over-all organization must be represented by a team or more.

3
4. Introduction to TPM
Total Productive Maintenance (TPM) is a maintenance program which involves a newly defined
concept for maintaining plants and equipment.

Total Productive Maintenance (TPM) refers to a management system for optimizing the
productivity of manufacturing equipment through systematic equipment maintenance involving
employees at all levels. Under TPM, everyone is involved in keeping the equipment in good
working order to minimize production losses from equipment repairs, assists, set-ups, and the like.

TPM brings maintenance into focus as a necessary and vitally important part of the business. It is
no longer regarded as a non-profit activity. Down 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.

TPM is a new way of looking at maintenance, or conversely, a reversion to old ways but on a mass
scale. In TPM the machine operator performs much, and sometimes all of the routine maintenance
tasks himself. This auto maintenance ensures appropriate and effective efforts are expended since
the machine is wholly the domain of one person or team. TPM is a critical adjunct to lean
manufacturing. If machine uptime is not predictable and if process capability is not sustained, we
must keep extra stocks to buffer against this uncertainty and flow through the process will be
interrupted... One way to think of TPM is "deterioration prevention" and "maintenance reduction",
not fixing machines. For this reason many people refer to TPM as "Total Productive
Manufacturing" or "Total Process Management". TPM is a proactive approach that essentially
aims to prevent any kind of slack before occurrence. Its motto is "zero error, zero work-related
accident, and zero loss.

Total productive maintenance (TPM) is the systematic execution of maintenance by all employees
through small group activities. The dual goals of TPM are zero breakdowns and zero defects; this
obviously improves equipment efficiency rates and reduces costs. It also minimizes inventory costs
associated with spare parts. It is claimed that most companies can realize a 15-25 percent increase
in equipment operation rates within three years of adopting TPM. Labor productivity also
generally increases by a significant margin, sometimes as high as 40-50 percent.

The concept of 'true' TPM wherein everyone from the operator to top management owns equipment
maintenance came about shortly after. TPM embraces various disciplines to create a manufacturing
environment wherein everyone feels that it is his or her responsibility to keep the equipment
running and productive. Under TPM, operators no longer limit themselves to simply using the
machine and calling the technician when a breakdown occurs. Operators can inspect, clean,
lubricate, adjust, and even perform simple calibrations on their respective equipment. This frees
the technical workforce for higher-level preventive maintenance activities that require more of
their technical expertise. Management should also show interest in data concerning equipment

4
uptime, utilization, and efficiency. In short, everyone understands that zero breakdowns, maximum
productivity, and zero defects are goals to be shared by everyone under TPM.

4.1. History of TPM

TPM is an innovative Japanese concept. The origin of TPM can be traced back to 1951 when
preventive maintenance was introduced in Japan. However the concept of preventive maintenance
was taken from USA. Nippondenso was the first company to introduce plant wide preventive
maintenance in 1960. Preventive maintenance is the concept wherein, operators produced goods
using machines and the maintenance group was dedicated with work of maintaining those
machines, however with the automation of Nippondenso, maintenance became a problem as more
maintenance personnel were required. So the management decided that the routine maintenance
of equipment would be carried out by the operators. (This is Autonomous maintenance, one of the
features of TPM). Maintenance group took up only essential maintenance works.

Thus Nippondenso which already followed preventive maintenance also added Autonomous
maintenance done by production operators. The maintenance crew went in the equipment
modification for improving reliability. The modifications were made or incorporated in new
equipment. 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 maximize plant and equipment effectiveness to achieve
optimum life cycle cost of production equipment.

By then Nippon Denso had made quality circles, involving the employees’ participation. Thus all
employees took part in implementing Productive maintenance. Based on these developments
Nippondenso was awarded the distinguished plant prize for developing and implementing TPM,
by the Japanese Institute of Plant Engineers ( Thus Nippondenso of the Toyota group became the
first company to obtain the TPM certification.

4.2. Objectives of TPM

TPM was introduced to achieve the following objectives. The important ones are listed below.

 Avoid wastage in a quickly changing economic environment.

 Producing goods without reducing product quality
 Reduce cost
 Produce a low batch quantity at the earliest possible time
 Goods send to the customers must be non defective.
 Achieve Zero Defects, Zero Breakdown and Zero accidents in all functional areas of the
organization
 Involve people in all levels of organization.
 Form different teams to reduce defects and Self Maintenance.

5
4.3. Goals of TPM

TPM aims to establish good maintenance practice through the pursuit of "the five goals of TPM":

1. Improve equipment effectiveness:

This goal, which insures that the equipment performs to design specifications, is the true focus of
TPM. All remaining goals for TPM are valueless unless they support Improving equipment
effectiveness. The focus must be that nowhere in the world can another company have the same
asset and make it produce more than your company can produce. If it does, then it is better at
managing its assets than your company and will always be the lower cost producer or provider.

The equipment must operate at its design speed, produce at the design rate, and produce a quality
product at these speeds and rates. A major problem occurs because many companies do not know
the design speed or rate of production for their equipment. In the absence of knowing the design
criteria, management will set arbitrary production quotas. A second major problem develops over
time when small problems cause operators to change the rate at which they run equipment. As
these problems continue to build, the equipment output may only be half of that for which it was
designed. This inefficiency then leads to the investment of additional capital in equipment, trying
to meet the required production output.

2. Achieve autonomous maintenance:

This goal focuses on insuring that maintenance activities that are carried out on the equipment are
performed in a way that is cost effective. Studies have shown that nearly one-third of all
maintenance activities are wasted. Therefore, this goal of TPM is important to lowering the cost
of maintenance. It is important for all to understand that basic maintenance planning and
scheduling are crucial to achieving low-cost maintenance. The goal is to insure lean maintenance,
with no waste in the maintenance process.

A secondary goal is to ensure that the maintenance activities are carried out in such a way that they
have minimal impact on the up time or unavailability of the equipment. Planning, scheduling, and
backlog control are again all important if unnecessary maintenance downtime is to be avoided. At
this stage, maintenance and operations must have excellent communication in order to avoid
downtime due to misunderstandings.

Developing an accurate database for each piece of equipment's maintenance history is also the
responsibility of the maintenance department. This history will allow the Maintenance department
to provide accurate data for decisions related to the plant or faculty equipment. For example, the
maintenance department can provide input to equipment design and purchase decisions, assuring
that equipment standardization is considered. This aspect alone can contribute significant financial
savings to the company. Standardization reduces inventory levels, training requirements, and start-
up times. Accurate equipment histories also help stores and purchasing not only reduces downtime,

6
but also avoids carrying too much inventory. This goal allows people who operate equipment to
take responsibility for, at least some, of the maintenance tasks. This can be at:

The repair level (where staff carry out instructions as a response to a problem); the prevention level
(where staff take pro-active action to prevent foreseen problems); and the Improvement level
(where staff not only takes corrective action but also propose improvements to prevent recurrence).

3. Plan maintenance: have a systematic approach to all maintenance activities:

This involves the identification of the nature and level of preventive maintenance required for each
piece of equipment, the creation of standards for condition-based maintenance, and the setting of
respective responsibilities for operating and maintenance staff. The respective roles of "operating"
and "maintenance" staff are seen as being distinct. Maintenance staff are seen as developing
preventive actions and general breakdown services, whereas operating staff take on the
"ownership" of the facilities and their general care. Maintenance staff typically moves to a more
facilitating and supporting role where they are responsible for the training of operators, problem
diagnosis, and devising and assessing maintenance practice.

The purpose of this goal is to reduce the amount of maintenance required by the equipment. The
analogy that can be used here is the difference in the maintenance requirements for a car built in
1970 compared to a car built in 2000. The 1970 car was tuned up every 3040,000 miles. The 2000
car is guaranteed for the first 100,000 miles. This change was not brought about by accident. The
design engineers carefully studied the maintenance and engineering data, allowing changes to be
made in the automobile that reduce the amount of maintenance. The same can be true of equipment
in a plant or facility.

Unfortunately, most companies do not keep the data necessary to make these changes, either
internally or through the equipment vendor. As a result, unnecessary maintenance is performed on
the equipment, rising the overate maintenance cost.

4. Train all staff in relevant maintenance skills:

The defined responsibilities of operating and maintenance staff require that each has all the
necessary skills to carry out these roles. TPM places a heavy emphasis on appropriate and
continuous training. Employees must have the skills and knowledge necessary to contribute in a
TPM environment. This requirement involves not only the maintenance department personnel, but
also the operations personnel. Providing the proper level of training insures that the overall
equipment effectiveness is not negatively impacted by any employee who did not have the
knowledge or skill necessary to perform job duties.

Once employees have the appropriate skills and knowledge, their input on equipment improvement
needs to be solicited by senior management. In most companies, this step only takes the form of a
suggestion program. However, it needs to go well beyond that; it should also include a

7
management with an open doors policy. Such a policy indicates that managers from the front line
to the top are open and available to listen to and give consideration to employee suggestions. A
step further is the response that should be given to each discussion. It is no longer sufficient to say
"That won't work' or 'We are not considering that now." In order to keeps communication flowing:
freely, reasons must be given. Therefore, managers must develop and utilize good communication
and management skills. Otherwise, employee input will be destroyed and the ability to capitalize
on the greatest savings generator in the company will be lost.

5. Achieve early equipment management:

The dim is to move towards zero maintenance through "maintenance prevention" (MP). MP
involves considering failure causes and the maintainability of equipment during its design stage,
its manufacture, its installation, and its commissioning. As part of the overall process, TPM
attempts to track all potential maintenance problems back to their root cause so that they can be
eliminated at the earliest point in the overall design, manufacture and deployment process.

This goal finds maintenance tasks related to the equipment that the operators can take ownership
of and perform. These tasks may amount to anywhere from 10-40% of the routine maintenance
tasks performed on the equipment. Maintenance resources that were formerly engaged in these
activities can then be redeployed in more advanced maintenance activities such as predictive
maintenance or reliability focused maintenance activities. It must be noted: the focus for the
operations involvement is not to downsize the maintenance organization. Instead, the focus is to
free up maintenance resources for the more technical aspect of TPM.

4.4. Types of Maintenance

TPM requires the mastery of 4 equipment maintenance techniques:

1. Breakdown maintenance:

It means that people waits until equipment fails and repair it. Such a. thing could be used when the
equipment failure does not significantly affect the operation or production or generate any
significant loss other than repair cost.

2. Preventive maintenance (1951):

It is a daily maintenance (cleaning, inspection, oiling and re-tightening), design to retain the
healthy condition of equipment and prevent failure through the prevention of deterioration,
periodic inspection or equipment condition diagnosis, to measure deterioration. It is further divided
into periodic maintenance and predictive maintenance.

Just like human life is extended by preventive medicine, the equipment service life can be
prolonged by doing preventive maintenance.

8
2a. Periodic maintenance (Time based maintenance - T13M):

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

2b. Predictive 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. Compared to periodic
maintenance, predictive maintenance is condition based maintenance. It manages trend values, by
measuring and analyzing data about deterioration and employs a surveillance system, designed to
monitor conditions through an on-line system.

3. Corrective maintenance (1957):

It improves equipment and its components so that preventive maintenance can be carried out
reliably. Equipment with design weakness must be redesigned to improve reliability or improving
maintainability

4. Maintenance prevention (1960):

It indicates the design of new equipment. Weakness of current machines are sufficiently studied
(on site information leading to failure prevention, easier maintenance and prevents of defects,
safety and ease of manufacturing) and are incorporated before commissioning a new equipment.

9
4.5. TPM and TQM

The TPM program closely resembles the popular Total Quality Management (TQM) program.
Many of the tools such as employee empowerment, benchmarking, documentation, etc. used in
TQM are used to implement and optimize TPM. The major difference between TPM and other
concepts is that the operators are also made to involve in the maintenance process. The concept of
"I (Production operators) Operate, You (Maintenance department) fix" is not followed. Following
are the similarities between the two.

1. Total commitment to the program by upper level management is required in both programmes.

2. Employees must be empowered to initiate corrective action

3. A long range outlook must be accepted as TPM may take a year or more to implement and is an
on-going process. Changes in employee mind-set toward their job responsibilities must take place
as well.

The differences between TQM and TPM are summarized below.

Category TQM TPM

Equipment ( Input and

Object Quality ( Output and effects )
cause )

Mains of attaining Systematize the management. Employees participation

goal It is software oriented and it is hardware oriented

Elimination of losses and

Target Quality for PPM
wastes.

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4.6. Key steps in introduction of TPM in an organization.

STEPS 1 - Announcement by Management to all about TPM introduction in the organization:

Proper understanding, commitment and active involvement of the top management in needed for
this step. Senior management should have awareness programmes, after which announcement is
made to all. Publish it in the house magazine and put it in the notice board. Send a letter to all
concerned individuals if required.

STEP 2 - Initial education and propaganda for TPM Training is to be done based on the need.
Some need intensive training and some just an awareness. Take people who matters to places
where TPM already successfully implemented.

STEP 3 - Setting up TPM and departmental committees: TPM includes improvement, autonomous
maintenance, quality maintenance etc., as part of it. When committees are set up it should take
care of all those needs.

11
4.7
PACKAGES
LIMITED TPM IMPLEMENTATION
LAHORE
PAKISTAN

12
4.7 Packages Limited and TPM:

Due to the ever increasing inflation and lower contribution margins that company has been
suffering from for the past 5 years, Packages management took the bold decision to make use of
TPM methodology and covert this crises in to opportunity by applying the basic objective of
achieving zeros in the system and hence save money to increase bottom line margins for the
company

Since every process starts with training of the people so therefore a grand course for making TPM
instructors was held in Oct 09 in collaboration with JIPMs, which was followed by TPM
facilitators course which make the Management and supervisors of Packages , aware of the basic
principles of TPM implementation.

TPM has got eight pillars that are held on the base of 5S , all the pillars work on their individual
work methodology, while supplementing with each other to achieve the goal of excellence in

 PRODUCTION
 QUALITY
 COST
 Delivery
 Safety
 Morale
Below are the details of 8 pillars of TPM,

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In order to advance to TPM, after necessary training the next question is how to advance to TPM
implementation?

Following is the advancement outline that Packages has adopted in consultation in JIPMs.

1. Making TPM office and Pillar leaders for each pillar

2. Selection of MODEL MACHINE in each BU
3. Making the Master plan for each pillar, which include time based activities to be done
on each MODEL MACHINE
4. Distribution of the people in SMALL CIRCLES, and give them the themes on which
they work on ZERO LOSS Methodology.
5. Tracking the individual tasks advancement by making Minutes of meetings and apply
PDCA on each loss reason.
All above strategy has been based on the concept of Deming’s cycle of PDCA.

4.7. 1 PDCA Analysis

PDCA is an iterative four-step problem-solving process typically used in business process
improvement. It is also known as the Deming Cycle, Shewhart cycle, Deming Wheel, or Plan-Do-
Study-Act.

The Deming Cycle was introduced in Japan by allied occupational forces after World War II, and
was responsible in large part for Japan's transformation to high-quality output.

PLAN

Establish the objectives and processes necessary to deliver results in accordance with the expected
output. By making the expected output the focus, it differs from what would be otherwise in that
the completeness and accuracy of the specification is also part of the improvement.

DO

Implement the new processes.

CHECK

Measure the new processes and compare the results against the expected results to ascertain any
differences.

ACT

Analyze the differences to determine their cause. Each will be part of either one or more of the P-
D-C-A steps. Determine where to apply changes that will include improvement. When a pass
through these four steps does not result in the need to improve, refine the scope to which PDCA is
applied until there is a plan that involves improvement.

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4.7. 2 Implementation of TPM in BUCP:
Following are the steps that have been taken in BUCP for implementation of TPM.

TEAM:

1. Mamoon Tasnim ( Assistant Production Engineer BUCP) Team Head

2. Hassam ( TPM Engineer BUCP ) Team Co-ordinator
3. Muhammad Farrukh ( Floor Incharge BUCP )
4. Muhammad Ahmad
5. Maazan Javed
6. Subtain Ali

MACHINES:

1. Core winder.
2. Core Rewinder.
3. Log Saw Cutter.
4. Wrapping machines.

MASTER PLAN:

Table 1: Master Plan for Implementation of TPM

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STRATEGY OF DEPLOYMENT:

The implementation of pillar demands for further clarify the tasks that are done by the
leaders of respective pillar, and for that all pillar has adopted the method of LOSS THEME
SELECTION and deployment of people to do PDCA for zero loss achievement, pillar wise
deployment on the model machine which included.

JH PILLAR DEPLOYMENT
 JH Team for making cleaning standards

 JH Team for making tightening standards

 JH Team for making inspection standards

 JH Team for making lubrication standards

 JH. Team for hard to access areas

 JH Team for source of contamination

KK Pillar Deployment

 THEME No 1: ZERO LOSS DUE TO CHANGE OVERS

 THEME No 2: ZERO LOSS DUE TO ELECTRICAL BREAK DOWNS

 THEME no 3: ZERO LOSS DUE TO REPRODUCTION BREAK DOWNS

 THEME no 4: ZERO LOSS DUE TO MECHANICAL BREAK DOWNS

 THEME no 5: ZERO LOSS DUE TO CHANGE OVER ON MACHINES

PM PILLAR DEPLOYMENT
 PM Team for equipment MTBF analysis

 PM team for equipment MTTR analysis

 PM team for equipment Ranking analysis

 PM team for CBM,TBM implementation

 PM team for improvement and life extension of equipment

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4.7.3 TPM Tools:
Following are the new tools that we have learnt and have partly applied in our system,
1. Why Why Analysis
2. Kaizen approach
3. Pokayoke
4. One point lessons
5. PM analysis
6. Pareto Analysis
7. QAPL,quality assurance perfect line
8. SAPL, safety assurance perfect line
9. EAPL, environment assurance perfect line
10. Failure mode and effect analysis
11. 80/20

One of the tools that we have applied is KAIZEN tools , which means small changes that is done
in the existing practice to make the process more cost effective and with the approach to achieve
ZERO Losses.

Pictorial demonstration of some of the Kaizens done on floor is as under,

Before After

17
 Figure 1: Kaizen activity

Targets set to get to Excellence Award

The targets that have been set to qualify for the excellence award are

50% decrease in wastage of BUCP

30% increase in OEE of BUCP

Improve Safety conditions of workers

4.7.4 Conclusion:
To conclude with TPM is suppose to be the savior for this age industrial plight and
Packages have been committed to make it a success not only to make the organization get back to
its good economic growth but also to make the working environment conducive for knowledge
sharing and skill development for the operators.

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4.8.1 TPM Excellence Award Guidelines
For Level 1, the following TPM Pillars will be considered for the evaluation process.

 Autonomous Maintenance (JH)

 Individuel Improvement (FI)
 Planned/Effective Maintenance (PM)
 Training & Education (E&T)
 Quality Maintenance (QM)
 Environment, Health & Safety (EHS)
 Office TPM (OTPM)
 Early Management (EM)

1. Results
 Reduction of total sourcing unit cost measured in constant money (cumulative over period)
10 – 15% ↓
 Improvement in Labor productivity (e.g. Mhr/tonne) 15% ↑
 Fixed cost reduction 10% ↓
 Material (Raw/Packing) Waste reduction rate 50% ↓
 Overall Equipment Efficiency 100% up 30%--> 60%↑
 Examples of increasing production capacity without investment

2. Autonomous Maintenance
 Step 3 completed – all areas and lines and Step 4-7 on Model line
 Evidence of an increase in the number of minor improvements
 Robust countermeasure for source of leak and waste
 Reduction in the number of minor stoppages
 Examples of Set-up and adjustment improvements
 Increase degree of operators ability to do improvements and maintenance

3. Individual Improvement

 Loss structure in place and loss reduction rate identified

 Number of themes of individual improvement completed, cumulative benefits
(P,Q,C,D,S,M) shown year on year in money. e.g. reduction of Loss Cost 40 – 50%
 Some examples of “Zero’s” being achieved (more “zero” cases gives a higher score) e.g.
zero cases of Breakdowns, Minor Stoppages, Waste, Quality Defects etc.
 Effective use of Improvement methods e.g. QC story, Why-why analysis, PM analysis,
New Why Why
 Elimination of weakness in existing techniques. Examples to be proud about
(1) One-shot acceptable products set-up with no adjustment
(2) Speeding up lines

19
(3) Examples of some of the 3 Zero’s being achieved e.g. no waste, no breakdowns, no minor
stoppages, 3-4 hours or No Touch operation

4. Planned Maintenance
 Reduction in number of breakdowns 50% ↓
 Reduction in Maintenance cost 30% ↓
 Reduction in overhaul times and MTTR (1/2), Increased MTBF (2times)
 Reduction in the number of examples of “Blackboxes”
 Use of appropriate diagnosis technology
 Examples of MP Information being used
 Effective Maintenance information system

5. Early Management

 Examples of MP Information being used (10,000 cases)

 Examples of vertical startup
6. Quality Maintenance

 Reduction of quality claims/complaints (1/2)

 Examples of QM Kaizen projects

7. EHS

 A reduction in the number of lost time accidents(Major accident”0”, middle:50%down)

 A reduction in the number of restricted work day case
 Unilever Accident frequency rate < 0.5 (LTA + Restricted Work cases
8. Office TPM

 Identify and reduce administration and office losses

 Make one model office in every business unit.

4.8.2 JIPM Guidelines for Losses & OEE Calculations

Following guidelines have been provided by JIPM for the definition of 16 losses and the method
of OEE calculation.

 Losses (16 Losses), which identify all losses collected from “total time” to “valued
operating time” interval. All levels are able to address actions either in operational or
business aspects.
 Asset utilization and OEE indices, which show through efficiencies how the factory is
being managed in the operational (OEE) and business (asset utilization) perspective.

The approach described above is now explained in the following parts of this document.

20
Losses Approach

Following is the Loss Structure considering 16 Big Losses, based on JIPM losses:

1 Equipment Breakdown
2 Changeover
3 Cutting blade change
7 Major Equipment Losses 4 Start Up / Ramp Down
5 Minor Stoppage
6 Speed
7 Defects and Rework
Shutdown Loss 8 Shutdown
9 Management
10 Operational Motion
5 Major Manpower Losses 11 Line Organisation
12 Logistics
13 Measurement & Adjustment
14 Energy
3 Major Material & Energy
15 Maintenance Spare Parts
Losses 16 Yield
Table 2: TPM Loss Structure

21
Losses have a close relationship with cost and benefits. The figure 2 below shows which unit is
used to quantify each one. This approach drives losses from 1 to 13 to be captured in terms of time
(minutes and/or hours) being converted later on in cost. Add to these losses 14, 15 and 16 a total
of cost that becomes available.

1 E q u ip m e n t B re a k d o w n T
2 C h a n g e o ve r o
3 C u t t in g b la d e c h a n g e t
7 M a j o r E q u i p m e n t L o sse s 4 S t a rt U p / R a m p D o w n a
5 M in o r S t o p p a g e
6 S peed
T C l
7 D e fe c t s a n d R e w o rk i o L
S h u td o w n L o s s 8 S hutdow n m s o
9 M anagem ent e t s
10 O p e ra t io n a l M o t io n s
5 M a jo r M a n p o w e r L o s s e s 11 L in e O rg a n is a t io n e
12 L o g is t ic s s
13 M e a s u re m e n t & A d ju s t m e n t
C
14 E n e rg y C
3 M a jo r M a t e r ia l & E n e r g y o
o
15 M a in t e n a n c e S p a re P a rt s s
s
Losse s 16 Y ie ld t
t
Table 3: TPM Loss Structure and Cost

Note that losses due to manpower are not considered in this loss tree. The reason for that is:

- JIPM addresses that just using an index indicating how efficiently the manpower is utilized
for equipment operation, the overall performance can be expressed using the following
equation:
-
Total Efficiency = Standard man-hour x Product units processed

Loading man-hour

Considering this approach the cost of manpower should be managed aside of this losses via cost
in itself and index above or called as “Productivity”. This index is used to be in many sites into
“P” which comes from “P, Q, C, D, S, M” as a main KPI.

22
Table: 4: TPM Loss Definition

23
OEE Approach
The Overall Equipment Efficiency (OEE) is a index which calculates the equipment operating
state and judge if the equipment is utilized to its fullest.

To express the OEE, the following equation should be used:

OEE = Availability x Performance Rate x Quality Products Rate

See below in the figure 4 that OEE calculation takes in consideration the exact moment when the
production starts in the beginning of the shift for instance. It means that OEE calculation is
considered from “Loading Time” to “Value Operating Time”. What happens between “Total
Time” and “Loading time” will be calculated via another index called “Asset Utilization” index
and its loss associated is the number 8 (Shutdown).

Total Time
Shutdown
Losses

Loading Time
Downtime
Losses

Availability = Loading time - Downtime x 100

Operating Time
Loading Time
Performance

Net
Losses

Operating Performance = Standard Cycle time x Products units Processed x 100

Time Loading Time
Value
Defects
Losses

Operating Quality = Products units Processed - Defects units x 100

Time Products units Processed

OEE: Availability x Performance x Quality

Notes: a) Standard Cycle Time: Based on Designed,Maximum Speed (as defined in losses definition)
b)Defects units: Include not only the waste but also the quantity of rework
c) OEE Calculation Area
Figure 2: OEE Calculation

24
 Losses and OEE Relationship
The typical JIPM (JIPM, 1987) loss structure is reproduced in the figure 5 expressing the link
between “Losses and OEE”, reinforcing that “5 Major manpower losses” accompany the “7
Major equipment losses”.

Note again that possible time lost in shutdown loss is out of OEE calculation.

5 Major Manpower Losses 7 Major Losses which obstruct Overall Equipment Efficiency (OEE)
Awaiting (accompany the 7 major losses in equipment)
Instruction

Scheduled downtime
loss (8) Shutdown Losses

Awaiting
materials Operating man hour Working hour
loss (1) Equipment Failure
Loss

(9) Management Loading man hour Loading Time

Loss (2) Set-up and
Net Operating Downtime Loss Adjustment Loss
Operating Time
man hour
(10) Operating Motion
Loss Effective Net Performance Loss (3) Cutting blade and
jig change Loss Cleaning
man hour Operating Time checking
Equipment Downtime loss Valued Valued
Awaiting
Equipment Performance loss man hour Operating Time Defects (4) Start-up Loss Instruction
Quality
Loss
Method/Procedures loss Awaiting
3 Major Losses which obstruct Efficiency of materials
Skill & moral loss material,die,jig,tool and energy Other downtime Loss
Awaiting
personnel
(11) Line Organisation distribution
(15) Energy Loss (14) Yield Loss (5) Minor Stoppages
Loss
& idling Loss
Quality
Line Organisation loss Start-up loss Defects quality loss confirmation
Start-up loss (adjustment of
Automatization failure loss Overload loss (6) Speed Loss measurement)
Cutting loss
Losses in weight
(12) Logistics Temperature
Losses in overages
(7) Defects
& Rework Loss
(13) Measurement & (16) Die, tool & jig Loss
Adjustment loss

Figure 3: Typical JIPM Loss Structure

Considering the above and OEE structure, the HPC TPM losses definition has been linked in this
approach as shown in the figure 7

25
 Total Time
8- Shutdown

Shutdown
1- Equipment Breakdown

Losses
Loading Time 2- Changeover
3- Cutting Blade Change
4- Start-up / Ramp down

Downtime
Losses
9- Management
Operating Time
10- Operational Motion
Performance

Net
5- Minor Stoppages
Losses

Operating
6- Speed
Time
11- Line Organisation
Value 12- Logistics
Defects
Losses

Operating
Time 7- Defects and rework
13 - Measurement and Adjustment
14 - Energy
15 - Maintenance spare parts
16 - Yield
Figure 4: OEE and HPC TPM losses

In order to quantify losses from number 1 to 13 (losses 14, 15 and 16 are not based on time),
reasons should be grouped under each respective ones underpinned by TPM losses definition.

In the figure 8, below, there is a table showing a practical example of reasons being addressed to
each loss.

It also shows how to prepare information to be filled in each loss through relevant reason, which
comes from the daily basis. For that is being used OEE approach that is, loading time, operating
time, net operating time and valued operating time. The following guideline will be used for loss
deployment.

26
 Table 5: Link between TPM Losses and “Reasons”

The OEE could be comprised having the same reasoning. The chart below summaries the calculation for
this index.

Related to losses, there is an example considering their respective “reasons” which are defined in
accordance with each technology and becomes vital to address actions to close the gaps either in losses
analysis or OEE as an index.

27
 Losses Level Reasons Level
(Some Examples)
Holidays / Weekends / Factory Shutdown
No production orders
8- Shutdown Planned Maintenance
Planned Modification

Shutdown
1- Equipment Breakdown Breakdown (>10´)

Losses
Loading Time 2- Changeover Changeover - format
Changeover - product
3- Cutting Blade Change If applicable
4- Start-up / Ramp down Start up of the Packing Line
Downtime
Shutdown of the Packing Line
Losses
9- Management Failure to provide material
Operating Time
10- Operational Motion If applicable
Performance

Net 5- Minor Stoppages Minor Stoppages (<10´)

Losses

Operating 6- Speed Should be calculated automatically

Time Meals break
11- Line Organisation Unexpected lack of operators
12- Logistics Lack of material at the line
Value Lack of product from the process area
Defects
Losses

Operating
7- Defects and rework Quality problem with product
Time Quality problem with Packaging
13 - Measurement Cleaning routine
14 - Energy and Adjustment Unexpected Sanitisation
Machine Adjustment
15 - Maintenance spare parts
16 - Yield
Figure 5: Examples of “Reasons

The OEE calculation could be materializing using examples above:

Conclusion
Below is a summary of TPM losses, OEE and a new KPI´s (Asset Utilization). It clarifies a
position for each item within this approach.

Total Time
Asset Utilisation
Shutdown
Losses

indices

16 HPC TPM Losses

Loading Time
Downtime
Losses

Operating Time
OEE indices
Performance

Net
Losses

Operating
Time

Value
Defects
Losses

Rework
Operating
Time Good Products
with Defects

Figure 6: Summary of TPM Losses

28
 5.1. 5S-Base of TPM
TPM starts with 5S. Problems cannot be clearly seen when the work place is unorganized. Cleaning and
organizing the workplace helps the team to uncover problems. Making problems visible is the first step of
improvement.

Japanese Term English Translation Equivalent 'S' term

Seiri Organization Sorting

Seiton Tidiness Set in order

Seiso Cleaning Shine

Seiketsu Standardization Standardize

Shitsuke Discipline Sustain

5.1.1. SEIRI - Sort out:

This means sorting and organizing the items as critical, important, frequently used items, useless, or items
that are not need as of now. Unwanted items can be salvaged. Critical items should be kept for use nearby
and items that are not be used in near future, should be stored in some place. For this step, the worth of
the item should be decided based on utility and not cost. As a result of this step, the search time is reduced.

Priority Frequency of Use How to use

Less than once per year, Once per Throw away, Store away from the
Low
year< workplace

At least 2/6 months, Once per month,

Average Store together but offline
Once per week

High Once Per Day Locate at the workplace

29
 5.1.2. SEITON – Set in order:
The concept here is that "Each item has a place and only one place". The items should be placed back after
usage at the same place. To identify items easily, name plates and colored tags has to be used. Vertical
racks can be used for this purpose, and heavy items occupy the bottom position in the racks.

5.1.3. SEISO - Shine the workplace:

This involves cleaning the work place free of burrs, grease, oil, waste, scrap etc. No loosely hanging wires
or oil leakage from machines.

5.1.4. SEIKETSU - Standardization:

An employee has to discuss together and decide on standards for keeping the work place / Machines /
pathways neat and clean. These standards are implemented for whole organization and are tested /
inspected randomly.

5.1.5. SHITSUKE - sustain:

Considering 5S as a way of life and bring about self-discipline among the employees of the organization.
This includes wearing badges, following work procedures, punctuality, dedication to the organization etc.

5.2. Implementation of 5S

The elements of 5S are all valuable in their own right but they simply form part of the bigger
picture of establishing good practice. They sit alongside the other elements of Lean Manufacturing,
or Just in Time, or World Class and some of the elements in, for example, Seiton (standardization)
are in fact other forms of improvement activity. Following steps to be considered for
implementation of 5S:

Step 1: Start with the Leadership Team As with any improvement effort, implementation of the
SS's must be driven from the top of the organization. Only Top Management can create the
environment needed and give the effort the visibility and importance it needs for long term
viability.

Step 2: Build the Infrastructure the 5S effort should fit within an organization's existing
improvement structure. Divide & conquer by establishing 5S subcommittees for Communications,
Training, Project Support, and Best Practices.

Step 3: Launch Communications Conduct short, focused, and frequent communication sessions
with all employees on the what, why, how, when, and who of the 5S initiative. Deliver the message
in several formats including group meetings, using the organizations' intranet or website, bulletin
board postings, and internal newsletters.

Step 4: Train Teams in 5S Techniques Develop a plan to train everyone in basic 5S concepts and
then supplement the generic training with just-in-time training in work-area-specific practices.

30
Note that the initial teams may need to be trained in problem-solving techniques and root cause
analysis. Additionally, there may be a need to provide training for the leadership team in
communication skills, recognition strategies, and facilitation skills.

Step 5: Begin SS Pilots Select areas that need the 5S's (and that you project will be successful in
adopting 5S practices) as pilot areas. What is learned in the pilot areas will be used to help develop
a full roll-out plan? The first pilot work areas to receive 5S treatment should be ones with high
visibility. For example, select work areas in which nobody wants to work because they are so
congested or dirty.

Step 6: Establish Best Practices Creation (and use) of a Best Practices Database can help multiply
the impact of 5S successes by providing the means to share successes throughout the organization.

Step 7: Develop a Full Roll-Out Plan After completing the initial pilots and before involving the
rest of the organization in the 5S effort, step back and evaluate how the pilots went. Get ideas from
members of the pilots about how to strengthen the 5S process and use those ideas to develop a roll-
out plan. A comprehensive roll-out plan defines the sequence of events, establishes roles,
responsibilities, and performance measures.

Step 8: Continually evaluate & Adjust As with any process, as lessons are learned, make
improvements to the 5S effort. Modify and strengthen the infrastructure, select new tools to add to
the "arsenal," develop improved methods to measure and communicate progress, and challenge
work areas to constantly improve.

There is nothing in any 5S material, for example, to give guidance on improving the clerical
processes for generating production paperwork following receipt of a sales order! The answer,
surely, is to understand 5S as we understand all aspects of other types of improvement and
problem-solving activity and then to agree a change programme for our own business. This is not
to say that we must not launch a project which we call "5S" - some businesses have more success
if improvement initiatives are launched with a generic, well-publicized term as project name.
Equally, this is not a good solution in other organizations. Again, the history and culture of the
company or the specific plant have to be taken into account when this decision is taken. Even if
most of your employees want to adopt the principles of 5S, active participation and total
involvement in the program is the key to its successful implementation. If you do it right, you will
not just benefit from smooth-running business operations, but also having highly-motivated
employees eager to continue on with the change process.

Potential Benefits:
Painting the machines and the equipment light colors and cleaning the windows, often done under
the Shine pillar, decreases energy needs associated with lighting. Painting and cleaning makes it
easier for workers to notice spills or leaks quickly, thereby decreasing spill response. This can
significantly reduce waste generation from spills and clean-up. The removal of obstacles and the

31
marking of main thoroughfares decrease the potential of accidents that could lead to spills and
associated hazardous waste generation (e.g., spilled material, absorbent pads and clean up
materials). Regular cleaning, as part of the Shine pillar, decreases the accumulation of cuttings,
shavings, dirt, and other substances that can contaminate production processes and result in
defects. Reduction in defects has significant environmental benefits (e.g., avoided materials,
wastes, and energy needed to produce the defective output; avoided need to dispose of defective
output). 5S implementation can significant reduce the square footage needed for operations by
organizing and disposing of unused equipment and supplies. Less storage space decreases energy
needed to heat and light the space. Organizing equipment, parts, and materials so they are easy to
find can significantly reduce unneeded consumption. Employees are more likely to finish one
batch of chemicals or materials before opening or ordering more, resulting in fewer chemicals or
materials expiring and needing disposal.

5S visual cues (e.g., signs, placards, scoreboards, laminated procedures in workstations) can be
used to raise employee understanding of proper waste handling and management procedures, as
well as workplace hazards and appropriate emergency response procedures. 5S techniques can be
used to improve labeling of hazardous materials and wastes. In addition, environmental procedures
often are separate from operating procedures, and they are not easily accessible to the workstation.
5S implementation often result is easy to read laminated procedures located in workstations.
Integration with 5S visual cues and operating procedures can improve employee environmental
management. Potential Shortcomings: Regularly painting and cleaning machines and equipment
could lead to increased use of paints and cleaning supplies. Paints and cleaning supplies may
contain solvents and/or chemicals that can result in air emissions or increased waste generation.
Disposing of unneeded equipment and supplies creates a short-term surge in waste generation. In
some cases, there may be unlabeled wastes that could be hazardous. Failure to involve
environmental personnel in waste handling could result in some wastes being disposed improperly
or in lost opportunities for reclamation or recycling.

 Develop control through visibility

 Establish convenient work practices
 Strengthen employees' pride in their work
 Promote stronger communication among staff
 Empower employees to sustain their work area

32
5.3 Practical 5s work in Packages ltd.

5.3.1 Sorting:

BEFORE AFTER

Figure 7: Sorting Activity

33
5.3.2 Setting:

BEFORE AFTER

Figure 8: Setting Activity

34
5.3.3 Shining:
BEFORE AFTER

Figure 9: Shining Activity

35
5.3.4 Standardization:
Suggested By:

 Muhammad Ahmad (Uet Lahore)

 Maazan Javed (Uet Lahore)
 Subtain Ali (Uet Lahore)

Activity Name Designation Comments

1. Check Stock at the start of every shift.

2. Make sure stock is loaded at proper place.

3. Check that things are in their marked

locations.
4. Make sure emergency exits are free of
clutter.
5. Make sure work floor is cleaned every 4
hours.
6. Empty garbage containers every 4 hours.

7. Put away the material that was removed

from its assigned location.
8. Check that finished good is removed from
work floor at the end of shift.
9. Remove items from Local “Red Tag Area”
at the end of every shift.
Table 6: Standardize Activity

36
5.3.5 Sustain
A management auditing process should be put into practice to ensure that employees understand
that maintaining the level of workplace organization is a top priority. Management audits should
focus on ensuring that the routines and schedules specified in S4 Standardize are being properly
maintained. The audit also provides an excellent opportunity for asking questions and providing
suggestions that stimulate further improvements.

Status Description

Sort

1. No old or unnecessary materials in area.

2. Empty / unused materials are out of the area.

3. Free of unnecessary equipment, furniture and personal items.

Set in Order

1. Mark a place for everything.

2. Tissue reels are in their proper place.

3. Dust bins are at their marked places.

4. Inventory neat, organized and identified

Shine

1. Machines, cabinets free of dust and debris.

2. Floors are clean around the work area.

3. Collecting bins placed where there is chance of falling of excessive

debris.

Standard

1. Standards are displayed on a board.

2. Standards sheet is being checked regularly.

3. Things are being sorted out and set in order as prescribed.

Table 7: Sustaining Activity

37
 Layout of Floor Before 5S activity

Purposed Layout of floor after 5S activity

38
5.4 Items Tagging:
5.4.1 Red Tagging:

RED TAG ITEMS LOG

Tag Notes /
Item Tagged Reason for Tagging
Number Disposition

1 Grinding Stones Used/Worn-out

2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
Table 8: Red Tag Items

39
5.4.2 Yellow Tagging:

YELLOW TAG ITEMS LOG

Tag Notes /
Item Tagged Reason for Tagging
Number Disposition

1 Tool Kit Need on weekly basis or less

2 Lock clmaps Need on weekly basis or less
3 Sprockets Need on weekly basis or less
4 Chains Need on weekly basis or less
5 Elastic Flights Need on weekly basis or less
6 Roll Busher Need on weekly basis or less
7 Rapper Supporting Rods Need on weekly basis or less
8 Iron Need on weekly basis or less
9 Timing Pulley Need on weekly basis or less
10 Washing Solvent Need on weekly basis or less
11 Blade Packing Rubber Need on weekly basis or less
12 Neumatic Pipe Need on weekly basis or less
13 Oils Cans Need on weekly basis or less
14 Nuts & Bolts Need on weekly basis or less
15 Cupboard (Toilet Roll) Need on weekly basis or less
16 Teflon Belts Need on weekly basis or less
17 Printer Ink Need on weekly basis or less
18
19
20
21
22
23
24
25
26
27
Table 9: Yellow Tag Items

40
5.4.3 Green Tagging:

GREEN TAG ITEMS LOG

Tag Notes /
Item Tagged Reason for Tagging
Number Disposition

1 Parafin Oil Daily requirement

2 Steel Stools Daily requirement
3 Wighing Machine Daily requirement
4 Waste Bin Daily requirement
5 Steel Chair Daily requirement
6 Pallets Daily requirement
7 Polly Bag rack Daily requirement
8 Glue Drum Daily requirement
9 Cupboard (Office) Daily requirement
Housekeeping
10 Equipments Daily requirement
11 Raw Material Daily requirement
12 Pest control Trap Daily requirement
13 Wrapping paper mount Daily requirement
14 Jute Threads Daily requirement
15 Water Jugs Daily requirement
16 Reel Changing stand Daily requirement
17 PPE Daily requirement
18 Hand Sanitizer Daily requirement
19 Log saw cutting blade Daily requirement
20 Solvent for printer Daily requirement
21
22
23
24
25
26
27
Table 10: Green Tag Items

41
5.5 Weekly Audit:

Sort Distinguish between what is needed and not needed

Procedures are established to identify unnecessary items
Unneeded equip., storage, furniture, etc. exist
Sort Through &
Unneeded items on walls / bulletin boards, etc. exist
Discard Unused
Items Aisles, stairways, corners etc. are free of items
Unneeded inventory, supplies, parts, or materials exist (drawers /
cabinets / work surfaces / storage areas)

Set in Order A place for everything and everything in its place

All items have a specific location
Use Labels, Lines, Shared drawers, cabinets, work surfaces, and storage areas are clearly
Signs & Colors to labeled and well organized
identify Normal vs. Personal drawers, cabinets, desktops, and storage areas are clearly
Abnormal marked and/or well organized
Conditions All items are placed in the proper location
Aisleways, workstations, equipment locations are identified

Shine Routine discipline maintaining a clean and organized workplace

Equipment, computers, work surfaces, and storage areas are clean
Cleaning is a Method Garbage and recyclables are collected and disposed correctly
of Inspection, Look
E-mails and paper are filed daily
for Hidden Defects
Shared areas are cleaned and maintained regularly

Standardize Preventing the area from having abnormal operating conditions

Specific cleaning and organizing tasks have been developed and
Standardize the assigned for the work area
Rules to Make 5S a Staff is trained and fully understands 5S procedures
Habit 5S standards are clearly displayed
Visual management tools identify if work is complete

Sustain Stick to the rules (self-discipline)

Everyone is involved in the improvement activities
Sustaining plans are Standardized cleaning and work procedures are followed
developed to ensure
accountability 5S documentation and instructions are current
5S audits occur regularly
Table 11: Weekly Audit

42
Cleaning tools required

1. Broom
2. Duster
3. Dust collector
4. Waste bins
5. Viper
Suggestions and improvements:

 First of all ensure that power supply of all drives must be OFF
 All parts of the machine should be stopped
 Proper safety equipment must be used
 Proper cleaning tools must be used (tools type?)
 Every team member should be wearing safety shoes
 While cleaning with solvent, solvent resistant gloves should be worn
 There should be no water spillage anywhere near machine area in order to prevent any
spillage
 Proper standing platforms should be used while cleaning machine parts on top of
machine
 While using solvent for cleaning, please use safety goggles for protection of eyes
 Inspect all tripping dangers around machine, take preliminary action if any.
 Better to write these instructions in URDU format.

43
 6. Jishu Hozen (Autonomous Maintenance)-Pillar 1
At the core of world-class maintenance performance is something called Autonomous
maintenance. The term autonomous doesn't mean performing maintenance in a vacuum or solely
by the traditional maintenance department. Rather, it means that operators perform certain
equipment maintenance activities and that maintenance crafts get closely involved in the daily
operation of equipment. The focus of the operating team is on cleaning, inspecting, lubricating,
monitoring and other such essential daily tasks traditionally within the domain of the maintenance
department, pillar is geared towards developing operators to be able to take care of small
maintenance tasks, thus freeing up the skilled maintenance people to spend time on more value
added activity and technical repairs.

6.1 Autonomous Maintenance

Autonomous maintenance is the process by which equipment operators accept and share
responsibility (with maintenance) for the performance and health of their equipment. The driving
concept of Autonomous Maintenance (AM) is the creation of ‘expert equipment operators’ for the
purpose of ‘protecting their own equipment’. Autonomous maintenance is the cornerstone of TPM
activities. It is the TPM Pillar which emphasizes the importance of the machine operator.
Policy:
 Uninterrupted operation of equipments.
 Flexible operators to operate and maintain other equipments.
 Eliminating the defects at source through active employee participation.
 Stepwise implementation of JH activities.

Historically, maintenance has been done by dedicated, highly skilled employees. But machine
operators are around the equipment all of the time, and should be the first to identify oil and air
leaks and vibrating motors. So the operators should work closely together with the maintenance
people, and they can do this in 3 ways:

 They can alert maintenance people

 They can provide excellent information
 They can perform routine maintenance

Autonomous Maintenance is a critical first step of TPM, and operators must be needed to close
the gap between them and the maintenance staff, making it easier for both works as one team.

6.1.2 Real operator involvement

Autonomous Maintenance empowers (and requires) equipment operators to some knowledgeable
managers of their production activities, able to:

 Detect signs of productivity losses.

 Discover indications of abnormalities.

44
JIPM describes the critical operator Autonomous Maintenance skills to be (Japan institute of Plant
Maintenance 1997):

 Ability to discover abnormalities.

 Ability to correct abnormalities and restore equipment functioning.
 Ability to set optimal equipment conditions.
 Ability to maintain optimal conditions.

Operators can make or break maintenance effectiveness. Without interrupting their production
work, operators can easily prevent breakdowns, predict failures and prolong equipment life if they
become more intimately familiar with the machinery they run /every day. But to do this, they must
become highly equipment-conscious, and that can squire some intense training. For example,
operators must know what constitutes normal id abnormal operation. They need to know what they
should listen for and be alert to. They must know what to do to keep machines in normal operating
condition lubricating regularly, monitoring vital signs and recording abnormalities. They must also
know that to do to get the machine back online when something goes wrong, fix minor problem,
call maintenance for major problems and to schedule repairs. These actions are not intuitive for
equipment operators; they must be learned.
Also, operators must be taught how, when and what to lubricate, as well as the best methods for
checking lubrication. If operators aren't in the habit of cleaning their equipment, which, in world-
class organizations, also means inspecting, operators will need to learn. Keeping debris from
around machinery and other simple, good housekeeping is not necessarily part of the conventional
operator's job description, but it's mandatory for achieving maintenance excellence.

6.2 Jishu Hozen Targets

Following are the targets of this pillar:
 Reduce maintenance activity by maintenance department by 50%
 Reduce Downtimes by 30%
 Increase use of JH by 50%

6.3 Goals of Jishu Hozen

The specific goals of Autonomous Maintenance include the following:
 Prevent equipment deterioration through correct operation and daily inspections.
 Bring equipment to its ideal state through restoration and proper management.
 Establish the basic conditions needed to keep equipment well maintained.

6.4 Objectives of JH
The three main objectives Autonomous maintenance is:
1. It establishes an orderly shop floor where any departure from normal conditions can be identified
immediately.

45
2. It fosters the development of operators as knowledgeable workers since most of the routine
maintenance tasks are carried out by the operators themselves with assistance from maintenance
department.

3. It brings/maintains the equipment in the “near new” condition

6.5 Steps in JH
Following steps should be considered:
 Preparation of employees.
 Initial cleanup of machines.
 Take counter measures
 Fix tentative JH standards
 General inspection
 Autonomous inspection
 Standardization and
 Autonomous management.

Each of the above mentioned steps is discussed in detail below.

Train the Employees: Educate the employees about TPM, Its advantages, JH advantages and Steps
in JH. Educate the employees about abnormalities in equipment.

6.5.1 Initial cleanup of machines:

 Supervisor and technician should discuss and set a date for implementing steps
 Arrange all items needed for cleaning
 On the arranged date, employees should clean the equipment completely with the
help of maintenance department.
 Dust, stains, oils and grease has to be removed.
 Following are the things that have to be taken care while cleaning. They are Oil
leakage, loose wires, unfastened nuts and bolts and worn out parts.
 After clean up problems are categorized and suitably tagged. White tags are place
where problems can be solved by operators. Pink tag is placed where the aid of
maintenance department is needed.
 Contents of tag are transferred to a register.
 Make note of area which were inaccessible.
 Finally close the open parts of the machine and run the machine.

46
6.5.2 Counter Measures:

 Inaccessible regions had to be reached easily. E.g. If there are many screw to open
a fly wheel door, hinge door can be used. Instead of opening a door for inspecting
the machine, acrylic sheets can be used.
 To prevent work out of machine parts necessary action must be taken.
 Machine parts should be modified to prevent accumulation of dirt and dust.

6.5.3 Tentative Standard:

 JH schedule has to be made and followed strictly.

 Schedule should be made regarding cleaning, inspection and lubrication and it also
should include details like when, what and how.
 General Inspection :
 The employees are trained in disciplines like Pneumatics, electrical, hydraulics,
lubricant and coolant, drives, bolts, nuts and Safety.
 This is necessary to improve the technical skills of employees and to use inspection
manuals correctly.
 After acquiring this new knowledge the employees should share this with others.
 By acquiring this new technical knowledge, the operators are now well aware of
machine parts.

6.5.4 Autonomous Inspection:

 New methods of cleaning and lubricating are used.

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

6.5.5 Standardization:

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

47
6.5.6 Autonomous Management:

 OEE and OPE and other TPM targets must be achieved by continuous improve through
Kaizen.
 PDCA (Plan, Do, Check and Act) cycle must be implemented for Kaizen.

6.5.7 Operator skill levels

The operator skill levels required to support Autonomous Maintenance are:
Level 1: Recognize deterioration and improve equipment to prevent it.
 Watch for and discover abnormalities in equipment operation and components.
 Understand the importance of proper lubrication and lubrication methods.
 Understand the importance of cleaning (inspection) and proper cleaning methods.
 Understand the importance of contamination and the ability to make localized
improvements.
Level 2: Understand equipment structure and functions.
 Understand what to look for when checking mechanisms for normal operation.
 Clean and inspect to maintain equipment performance.
 Understand criteria for judging abnormalities.
 Understand the relationship between specific causes and specific abnormalities.
 Confidently judge when equipment needs to be shut off.
 Some ability to perform breakdown diagnosis.
Level 3: Understand causes of equipment-induced quality defects.
 Physically analyze problem-related phenomena.
 Understand the relationship between characteristics of quality and the equipment.
 Understand tolerance ranges for static and dynamic precision and how to measure such
precision.
 Understand causal factors behind defects.

Level 4: Perform routine repair on equipment.

 Be able to replace parts.
 Understand life expectancy of parts.
 Be able to deduce causes of breakdown.

6.5.8. Autonomous benefits

Every company has invested heavily in developing the maintenance skills required to troubleshoot,
repair and rebuild critical assets that comprise the facility. In most cases, each maintenance
technician has received tens, if not hundreds, of thousands of dollars worth of formal and practical
on-the-job training. Therefore, it seems illogical to waste this investment by having the best
maintenance technicians in the house perform low- skill activities, such as inspections, lubrication,
calibration and minor adjustments.
Involving operators in routine care and maintenance of critical plant assets offers three major
benefits.

48
 The most obvious is reduced maintenance labor cost. In addition, the proximity of the
operator to the asset greatly reduces or eliminates travel time, waiting for availability and other
inefficiencies. Breakdowns, defects and other losses are reduced. Overall, autonomous
maintenance represents a much better use of resources.
 The increase in the availability of the highly skilled maintenance workforce for those
maintenance activities that require greater specialized talents. In most cases, serious maintenance
activities, such as rebuilds and overhauls, can be performed much more effectively and efficiently
under autonomous maintenance. This is especially important for offsetting the drastic population
reduction in the skilled maintenance workforce during the past decade. An inadequately staffed
workforce isn't a good excuse for avoiding or ignoring critical maintenance tasks. Machines and
work areas are safer and easier to work around

 The elimination of the "we-they" syndrome so prevalent in many plants. To be truly world-
class, maintenance and production must function as an integrated team. Involving the operators in
routine care and maintenance of the plant's assets will begin to crumble the traditional barriers
between these two departments.
 The ultimate reason for autonomous maintenance is simply that it saves money and
improves bottom-line profitability. Operators are typically under used and have the time to perform
these lower-skilled tasks. Transferring these tasks to operating teams improves the payback on the
burdened, sunk cost of the production workforce and, at the same time, permits more effective use
of the maintenance crafts. The operators experience a sense of pride and ownership of their
machines
The more we operate and maintain a piece of equipment, the more we learn about
It. We use this knowledge to continuously improve our maintenance plan and the productivity of
the machine. We would only choose to replace a machine should its technology become obsolete,
not because it has deteriorated into a poorly performing machine. Focused Improvement
methodologies have led to short-term and long-term improvements in equipment capacity,
equipment availability, and production cycle time.

6.6 Autonomous Maintenance in CPD:

Step 0:
Training and Education:

 Trainers are selected from supervisors and operators to conduct the training on for
operators.
 Description/explanation to Union leaders is essential.
 Content of training include:
a. Importance and benefits of Jishu Hozen (I maintain my machine) to operators
b. Operator’s role in AM activity must be mentioned in trainings.
c. Basic Construction of Machine, its schematic diagram & parts.
d. Awareness on Basic Equipment Condition

49
 e. What is the meaning of ‘abnormality’? – Dirty, loose, hanging, leaking
splashing/spilling, broken, hardened, excess length/heat, vibration, Corrosion,
crushed, unwanted, missing, bent, holes, worn-out, Abnormal noise, discoloration.
f. Explain each abnormality – ‘leads to what’ –losses, breakdown, Rejections.
g. Safety Aspects of the machine and clothes to wear while carrying out AM Activity.
h. Difference between Forced & Natural Deterioration as seen for their Own equipment.
i. Explain red and white tags.
j. Training on one point lessons.
k. Materials required for ‘Initial cleaning’ – mull cloth, cotton waste, tool box, red &
white tags, ladder, soap oil, kerosene, gloves, torchlight & lamp, video cameras, CTC.
l. Discover to discover.
m. Discover by cleaning, tightening & inspection.
n. Cleaning for inspection.
o. Inspection for repairs of malfunction of equipment

Step 1:
Initial Cleaning:

Sr Machine Part name Picture

# component

1 Core making Core winding

m/c bed

2 Toilet Roll Safety rod

winder chain area

3 Toilet Roll Near core

winder mounting area

50
4 Toilet Roll Glue tank
winder

5 Toilet Roll Beneath

winder conveyer belt
(near Glue
Tank)

6 Toilet Roll Inside

winder unwinder

7 Accumulator End of
conveyer belt

8 Cutter Unit Beneath

conveyer

9 Cutter Unit Beneath

conveyer
leading to
packaging

Table 12: Initial Cleaning

51
Step 2:
Eliminate Contamination & in accessible areas:

 In accessible Areas
Sr. Where Picture How inaccessible Counter measure
No

1 Near No ample space Clean by pressure

winding for hand air blowing
belt(core movement.
making
m/c)

2 Beneath Broom cannot Use metal

toilet roll reach. collection plate
winder

3 Wrapping Unreachable Cleaning at the end

m/c (1) bed while m/c is of the shift
running

4 Wrapping Unreachable Cleaning at the end

m/c (2) bed while m/c is of the shift
running

5 Near Unreachable Clean with the

Cutting while m/c is blower at the end of
blade running shift

Table 13: Inaccessible Areas

52
  Sources of Contamination
Sr. Location Cause of Picture Action Plans
No on Contamination
Machine

1 Glue Pot Glue Change glue

application
method.

2 Toilet roll Falling tissue Use debris

winder debris collection plate at
the source of
falling debris.

3 Embossing Falling tissue Use debris

roller debris collection plate at
the source of
falling debris.

Table 13: Sources of contamination

53
Step 3
Fix Tentative Standards:

1. Lubrication Standards

Lubrication Standard Sample:

Document type
PACKAGES LIMITED WORK INSTRUCITONS FOR TPM

BUSINESS UNIT (FLEXIBLE)

Title
SAMPLE LUBRICATION STANDARD

1.0 PURPOSE
The purpose of this document is to ensure lubrication at Machine according to machine technical
manual.

2.0 SCOPE
This procedure is applicable in Core Rewinding Section of BUCP

3.0 RESPONSIBILTY
The overall responsibility lies with manager T&S. However the Machine operator is responsible for
the implementation of this procedure.

4.0 PROCEDURE

Lubrication Freq
Lubricant Method Picture Responsibility
point days

Apply
Idle Roller
grease via Maintenance
of Primary
lubrication Team
Unwinder Half Mobilux nipple
Yearly EPO

54
 Apply
Idle Roller Half Mobilux grease via Maintenance
of Rewinder Yearly EPO lubrication Team
nipple

Impression Mobilux Apply

Quarterly grease via Maintenance
roller EPO
lubrication Team
nipple

Splice Apply
Half Mobilux
rotating grease via Maintenance
Yearly EPO
bearing lubrication Team
nipple

Idle roller Apply

Mobilux
lubrication Quarterly grease via Maintenance
EPO
point lubrication Team
nipple

Apply
Printing Half Mobilux grease
cylinder Yearly EPO manual Maintenance
without Team
lubrication
nipple

55
Driving Belt Half Mobilux Apply
Area Yearly EPO grease via Maintenance
lubrication Team
nipple

Printing Apply
Cylinders Mobilux grease via
Weekly Maintenance
roller EPO lubrication
bearings nipple Team

Printing Apply
cylinder Half Mobilux grease via
transmission Yearly EPO lubrication Maintenance
Joint nipple Team

Doctor blade Apply

Half Mobilux
turn-over- grease via Maintenance
Yearly EPO
warm screw lubrication Team
nipple

Doctor blade Half Mobilux Apply

main shaft yearly EPO grease via Maintenance
lubrication Team
nipple

56
 Nip Roller
Mobilux
main Monthly Apply Maintenance
EPO
bearings grease via Team
lubrication
nipple

Chilled Mobilux Apply

Monthly grease via Maintenance
Roller EPO
lubrication Team
nipple

Table 14: Lubrication Standards

2. Tightening Standards

Tightening standard sample

Description Location Standard Picture Tool Freq. Time/ Standard/ Remarks/

Status Tightening Purpose
Torque

NB0001: Pneumatic Spanner After 3 Stop 25 Nm To ensure

outer supply months (Medium there is no
housing to double force with leakage of
adhesive diaphragm one hand) Adhesive
pump (hex adhesive from Pump
bolts dosing Spanner diaphragm.
M8x50 pump
mm) 25 Nm
(Medium
NB0002: force with
diaphragm one hand)
housing
locking bolt
(hex bolts
M8x30
mm)

57
 NB0003: Allen key After 2 Stop 49 Nm To avoid any accident or
holding for months (Strong force making perfect cut it is
cutting with one necessary to check the bolt
knife in its hand) tightness.
position
(M10x25
mm)

NB0004: Allen key After 2 Stop 49 Nm To avoid any unbalance

holding months (Strong force in carriage.
the with one
cylinder hand)
on its
location
(M8x75
mm)

NB0006: Spanner After 2 Stop 25 Nm Bolts can be loose

holding months (Medium during working due to
the pasting force with hard and fast jerks.
roller one hand)
(M10x30
mm)
Allen key 13 Nm
NB0007: (Medium
holding force with
pasting one hand)
roller rod
(M6x25
mm)
NB0008: Spanner After 2 Stop 75 Nm Bolts can be loose
for holding months (Strong during working due to
the Force with hard and fast jerks.
pneumatic two hands)
cylinder
with
splicing
rod
(M16x30
mm)

Table 12: Initial Cleaning

58
 NB0009: Allen key Every Stop 75 Nm to avoid looseness of
for holding nip (Strong bolts due to heavy
the nip change Force with variable radial load on
roller over two hands) bearing housing.
bearings in
their
housings
(M16x75
mm)

NB0010: Manual On every Stop Strong force For proper locking the
for holding using blade with one Blade assembly in
doctor hand change hand holder.
blade
holder in
doctor
blade
assembly
unit on
machine

NB0011: Allen key After 2 Stop 60 Nm For making perfect

for holding months (Strong splicing.
splicing Force with
roller two hands)
position
(M12x50
mm)

Table 15: Tightening Standards

59
One Point Lesson
Theme: No. Executed Date
OPL/BUCP/001 08-01-15

To ensure proper working of Air Gun Date of preparation

23-02-15

Bas Improvement Trouble Production Engg. Concern Prepared by

ic Case Case Manager
Kn Yes Yes
Mamoon Tasnim Farrukh Team TPM
owl
edg
e

Good No Good

60
One Point Lesson
Theme: No. Executed Date
OPL/BUCP/002 08-01-15
Date of preparation
Mobile phone ka istemaal 23-02-15

Basic Improvement Trouble Production Manager Engg. Prepared by

Knowledge Case Case Concern
yes Yes Mamoon Tasnim Farrukh Team TPM

Good No Good

61
One Point Lesson
Theme: No. Executed Date
OPL/BUCP/003 08-03-15
Date of preparation
Tape rakhnay ka sahi tareeqa 23-02-15

Basic Improvement Trouble Production Engg. Prepared by

Knowledge Case Case Manager Concern
Yes Yes
Mamoon Tasnim Farrukh Team TPM

Good No Good

62
One Point Lesson
Theme: No. Executed Date
OPL/BUCP/004 08-01-15
Date of preparation
To set temperature according to 23-02-15
material
Basic Improvement Trouble Production Manager Engg. Prepared by
Knowledge Case Case Concern
Yes Yes
Mamoon Tasnim Farrukh TPM team

Good No Good
Previous Material: PET Polyester Previous Material: PET Polyester

Previous Temp.: 700C Previous Temp.: 700C

Current Material: PVC or BOPP Current Material: PVC or BOPP

Required Temperature: 400C Required Temperature: 400C

Temperature set: 400C Temperature unchanged

Temperature set: 700C

63
One Point Lesson
Theme: No. Executed Date
OPL/BUCP/005 08-01-15
Date of preparation
Jumbo reel rakhnay ka tareeqa 23-02-15

Basic Improvement Trouble Production Manager Engg. Prepared by

Knowledge Case Case Concern
Yes Yes
Mamoon tasnim Farrukh Team TPM

Good No Good

64
One Point Lesson

Theme: No. Executed Date

Placement of stationary properly BUF/OPL/007 08-03-12
Date of preparation
23-02-12
Basic Improvement Trouble Production Engg. Prepared by
Knowledge Case Case Manager Concern
Asim Shamim Bilal Tariq Team TPM
Yes Yes

Good No Good

Placing properly all stationary items in an order would help us cleaning our working table in a reduce
time. Also it would help us find us our necessary tools at minimum time therefore reducing our
tensed state at workplace

Training Shift Instructor Date/Trainees

Record
1st Ahmad 23-02-15
2nd Sibtain 23-02-15
3rd Maazan 23-02-15
Table 16: One Point Lessons

65
7. Kobetsu Kaizen (Focused Improvement) –Pillar 2
"Kai" means change, and "Zen" means good (for the better). Basically kaizen is for small
improvements, but carried out on a continual basis and involve all people in the organization.
Kaizen is opposite to big spectacular innovations. Kaizen requires no or little investment. The
principle behind 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 efficiencies. 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.

Kaizen (pronounced ki-zen) is a Japanese word constructed from two ideographs, the first of which
represents change and the second goodness or virtue. Kaizen is commonly used to indicate the
long-term betterment of something or someone (continuous improvement) as in the phrase
Seikatsu kaizen which means to “better one’s life.”
As we use the term, it is a method that strives toward perfection by eliminating waste. It eliminates
waste by empowering people with tools and a methodology for uncovering improvement
opportunities and making change. Kaizen understands waste to be any activity that is not value-
adding from the perspective of the customer. By value-Adding, we mean any work done right the
first time that materially changes a product or Service in ways for which a well-informed and
reasonable customer is willing to pay.

Focused improvement includes all activities that maximize the overall Effectiveness of equipment,
processes, and plants through uncompromising elimination of losses and improvement of
performance. The objective of Focused Improvement is for equipment to perform as well every
day as it does on its best day. “The fact is machines are virtually 100 percent of the product
manufacturing work. The only thing we people do, whether we’re operators, technicians,
engineers, or managers, is to tend to the needs of the machines in one way or another. The better
our machines run, the more productive 3ur shop floor and the more successful our business.

The driving concept behind Focused Improvement is Zero Losses. Maximizing equipment
effectiveness requires the complete elimination of failures, defects, and other negative phenomena
- in other words, the wastes and losses incurred in equipment operation.

7.1. Kaizen Policy:

Following points should be considered:

 Practice concepts of zero losses in every sphere of activity.
 Relentless pursuit to achieve cost reduction targets in all resources
 Relentless pursuit to improve over all plant equipment effectiveness.
 Extensive use of PM analysis as a tool for eliminating losses.
 Focus of easy handling of operators.

66
7.2. Methods of Kaizen

Kaizen eliminates waste by allowing workers to uncover improvement opportunities and either
suggest or make changes. In common usage, the term Kaizen may refer to different kinds of
improvement activities. In Japan, some use the term to refer to a process that gathers suggestions
for improvements from employees. Others use the term to refer to periodic meetings of employees
who brainstorm improvement ideas and immediately select and make an improvement. Still others
add to the activities of Kaizen observation and measurement of the work process and of the results
the Kaizen activity produces.
Kaizen may be used to refer to other approaches to making improvements. For example, in Japan,
some use the term to refer to a process that gathers suggestions for improvements from employees.
Others use the term to refer to periodic meetings of employees who brainstorm improvement ideas
and immediately select and make an improvement (e.g., as in Quality Circles). Still others use the
term, as we do, to refer to special events during which a team of workers systematically detect and
eliminate the presence of waste in a targeted work process.

7.3. Tools used in Kaizen

A number of tools are commonly used to analyze productivity losses in the Focused Improvement
pillar:
 PM analysis
 Why - Why analysis
 Summary of losses
 Kaizen register
 Kaizen summary sheet.

The objective of TPM is maximization of equipment effectiveness. TPM aims at maximization of

machine utilization and not merely machine availability maximization. As one of the pillars of
TPM activities, Kaizen pursues efficient equipment, operator and material and energy utilization,
which is extremes of productivity and aims at achieving substantial effects.
Companies differ in their approaches to systematic improvement, but all incorporate roughly the
same basic elements: planning, implementing, and checking results. Focused Improvement
includes all activities that maximize the overall effectiveness of equipment, processes, and plants
through the uncompromising elimination of losses and improvement of performance

67
7.4 . Major Losses

Kaizen activities try to thoroughly eliminate 16 major losses

Loss Category

1. Failure losses - Breakdown loss

2. Setup / adjustment losses
3. Cutting blade loss
4. Start up loss Losses that impede equipment efficiency
5. Minor stoppage / idling loss.
6. Speed loss - operating at low speeds.
7. Defect / rework loss
8. Scheduled downtime loss

9. Management loss
10. Operating motion loss
11. Line organization loss Loses that impede human work efficiency
12. Logistic loss
13. Measurement and adjustment loss

14. Energy loss

Loses that impede effective use of production
15. Die, jig and tool breakage loss resources
16. Yield loss.

Table 17: Types of Losses

68
7.5 Classification of losses:

Aspect Sporadic Loss Chronic Loss

Causes for this failure can be easily This loss cannot be easily identified
Causation traced. Cause-effect relationship is and solved. Even if various counter
simple to trace. measures are applied

This type of losses is caused because

Remedy Easy to establish a remedial measure of hidden defects in machine,
equipment and methods.

A single cause is rare - a combination

Impact / Loss A single loss can be costly
of causes trends to be a rule

Frequency of The frequency of occurrence is low

The frequency of loss is more.
occurrence and occasional.

Usually the line personnel in the Specialists in process engineering,

Corrective action production can attend to this quality assurance and maintenance
problem. people are required.

Table 18: Classification of Losses

7.6 Handling in KK

Following key points should be considered while handling losses in KK:

How to prioritize losses for KK?
Losses for each machine are calculated and the priority set for bigger losses by value.
Prioritizing losses to be based on:
 Analyze the losses that affect OEE.
 No. of occurrence and time losses
 Type of losses (sporadic or chronic) Quality and failure losses is not included.

How to collect KK related losses?

Machine-wise all 16 losses are calculated. OEE related (8) losses are collected from Production
and Inspection records. Cost related losses-spare, coolant, lubricants are collected by maintenance
department and tool losses from the tool crib or tool management center. Vendor related Quality

69
Maintenance team, and, management loss by office TPM team report losses. Operating motion
loss and line organization loss by Industrial engineering. Logistic loss is by Office TPM team.
Losses are compiled by the KK team into the loss structure matrix.

How to make master plan for KK?

After collecting losses and prioritizing them, an action plan is drawn up area and machine wise.
Based on current status as bench-mark and fixing targets:
For OEE improvement in
 Model machines
 Rank a machines
 Other machines.
 Productivity Improvements
 Cycle time reduction
 Man-hour utilization
Project teams/circles are selected and targets on results and time frame agreed upon. The KK
master plan is aligned to the Overall master plan.

How to make teams for KK?

Cross-functional teams with relevant knowledge, Teams structure should be in a way so that
cascading/horizontal deployment can be as fast as possible.
Vested interest/affected parties are put in KK teams/Project teams.

 The losses must be taken based on priorities

 Particular process or machine is selected for study to reduce the losses.
 Unit/department head where the particular machine/process is taken for study should be
the leader and members are drawn from production, tool room, tool design, production
engineering, and quality etc. depending upon the requirements.
 Once the model project team is formed they should collect all relevant dates on losses they
aim to bring down/eliminate.
 The action plan is to be drawn with activities, time target, person’s responsibilities to carry
out the task; supporting help/facilities needed to carry out the task etc.
 To monitor the program meetings conducted at determined frequency on the shop
floor/site. The necessary help can be drawn from other units/departments and even from
external source.
 The team should prepare the plan and obtain the concurrence from management/top
officials. Once the target and results are achieved this can be extended to other
departments/units.
 On successful completion of the project, various teams can be formed throughout the
company for elimination of different losses

70
7.7 How to cover all losses by involving all people?

 Once the losses are identified, they can be prioritized depending in occurrence and time loss.
 The losses can be classified and allocation to be done to unit-wise/machine or process-
wise.
 Monitoring is to be done by leaders and members of each pillar along with manager of
concerned production unit/supervisor depending on importance, time, target, technology
and cost involved.
 Periodical meetings to be conducted to review improvements made through Kaizen’s or
suggestions. Kaizen’s to be carried out and reduction in losses to be recorded.

7.8 Role of operators in KK

 The operators should be a member in small groups/circles and participate in circle

meetings. Improve and sustain IV and 2‘s’ to eliminate search time losses. Identify losses
by identifying abnormalities. The roles are:
 SET_UP time reduction: operators take part in the study of videos taken during set-up
activity. They discuss, give ideas and contribute for Kaizen developments in fixing,
eliminating and reducing elements in setting.
 Reduction of tool change time. Operators detect and inform the early wearing out of tools,
and contribute to extending their tool-life.
 Provide inputs for quantifying management losses.
 Operators to maintain results by following standards built up by PM and JH pillars which
includes generating OPL’s.
 They must assist the KK team to make trials and implement Kaizens when proposed by all
pillars.

7.9 Kaizen Targets

Achieve and sustain zero loses with respect to minor stops, measurement and adjustments, defects
and unavoidable downtimes. It also aims to achieve 30% manufacturing cost reduction.

Setting P, Q, C, D, S, M targets for KK:

Collect data for previous one year before kick-off. KK committee looks at P, Q, C, D, S, and M at
the company level and selects areas under each category.

P - Productivity/production increase by

 Improvement in OEE of machines

 Improvement in attaining effective man-hours
 Improvement in labor productivity
Q - To bring defects to zero by analyzing

71
 Customer complaints & warranty returns In-house rejections
 In-house rework
 Incoming material rejections C - Cost reduction through
 OEE increase
 Cycle time reduction in bottleneck machines Reduction of inventory on cutting tools
 Reduction in consumption of cutting oils
 Enhance tool life

D - To maintain delivery performance through

 OEE increase
 Improve bottleneck machine/process

S - To achieve zero accident level

 By providing training on Machine operations

 Identifying unsafe actions and locations and taking corrective actions to avoid Accidents.
 Motivation of operating personnel through Involvement and participation
 Analysis of accidents happened in the past and near miss accidents through why why
analysis and improves working conditions.

M - To improve morale of operators through

 Involvement and participation in circle activities

 By encouraging to generate Kaizens
 By rewarding for suggestions/improvements carried out.

Set target for OEE and then set target for P, Q, C, and D. In some case P targets are set 1.5 times
current production to achieve in 3 years time. Q targets are set in PPM range and warranty, based
on last three-year trend. D target is set for own delivery to customers and also for supplier’s
performance. Target for safety is zero accidents. Eliminate unsafe actions and locations, and make
hand injury zero in the first year. Target for M is in line with suggestion scheme and any other
schemes the organization has like QCC etc. The company level targets are deployed down to
product-wise and from there on to specific lines and machines.

The core of world-class maintenance performance is something called autonomous maintenance.

The term autonomous doesn't mean performing maintenance in a vacuum or solely by the
traditional maintenance department. Rather, it means that operators perform certain equipment
maintenance activities and that maintenance crafts get closely involved in the daily operation of
equipment. The focus of the operating team is on cleaning, inspecting, lubricating, monitoring and
other such essential daily tasks traditionally within the domain of the maintenance department,
pillar is geared towards developing operators to be able to take care of small maintenance tasks,
thus freeing up the skilled maintenance people to spend time on more value added activity and
technical repairs.

72
7.10 K.K Implementation:
We started by using pareto analysis for the identification of major sources of problems.
Losses type Losses in packages Elimination End result
Ltd chances

Losses that impede equipment efficiency

Failure losses -Core rewinding machine

(Break down (paper tears off)

losses)
-Wrapping machine.

( Teflon belt breaks)

Setup / -Core winding machine

Adjustment
(changing of paper reel)
loss
-Core rewinding machine

(changing of tissue reel)

-Core winding machine

(Pouring down of glue in glue

tank, inserting reel, setting
Startup loss paper in the machine)

-Core rewinding machine

(setting of tissue reels, setting

of cores)

-tissue roll wrapping machine

(setting of wrapping sheet rolls)

Minor -core rewinding

stoppage
(weaker wound reel is to be
( Idling loss ) tightened, blade/grinding stone
setting)

-Wrapping unit

73
 (chain loosens out, Teflon belt
wears out)

Speed loss

Defect / rework
loss

Scheduled
downtime loss

Tool -Accumulator
changeover
(changing of cutter blade)
loss
-Core Making m/c

(changing of cutting tool)

Loses that impede human work efficiency

Management
loss

Operating
motion loss

Line
organization
loss

Logistic loss

Measurement
and
adjustment
loss

Loses that impede effective use of production resources

74
 -Power
Breakdowns/Shifting
Energy loss to generator from
wapda power supply

-Replenishing glue in
the glue tank of core
Consumables (jig, tool, winding machine &
die) loss core rewinding
machine

-Blade of core
rewinder.

-Grinding stone of
core rewinder.

-Teflon belts of
wrapping units.

-Cutting tool of core

making m/c.

Yield loss

Table 19: Types of Losses in BUCP

7.10.1 Pareto Analysis:

Pareto chart for downtimes and setting times per day
140
120
120
100 90
Minutes

80
60
40 30
20
20
0
Log saw Tissue reels Core wrapping
cutter rewinding machine
machine
Figure 10: Pareto Chart

75
7.10.2 QC Story:
Problem:
Log saw cutter life at Packages Ltd. is 1 day (22 hours), while the expected life for circular log
saw blades for model 1984 is 6-7 days (132-154 hours).

Target:
To increase the life of circular log saw cutter at Packages Ltd by 50%.

Root Cause analysis:

Possible Casual Factors:
 Unsatisfactory static run-out.
 Overheating of blade.
 Dulling of blade cutting edge.
 CBN grinding stones unsatisfactory alignment.
 Inadequate lubricant adjustment.
 Machine alignment and adjustment issues.
 Blade geometry and metallurgy.
 Tissue characteristics (Density, Fiber Moisture).
 Core characteristics (Density, Fiber, Thickness).
Root Causes:
 Inadequate lubricant adjustment.
 Dulling of blade cutting edge.
 CBN grinding stones unsatisfactory alignment.
 Blade geometry and metallurgy.
 Core characteristics (Density, Fiber, Thickness).

Action:
 Previous Records at packages show that when there is high humidity in the atmosphere (in
rainy season) the life of circular saw blade dramatically increases.
 Using this as a base First action is to use a suitable lubricant for the circular saw blade.
 Send mails to “Fabio Perini” mentioning the machine model and asking for the suitable
lubricant.

Check:
Use the lubricant and again measure the life of circular blade.
Standardize:
If results sustain in improving life of circular saw blade, start standard practice of using lubricant.
Conclusion:
Research on log saw cutter blade was performed resulting in many suggestions for improvement,
most economical of which was a use of lubrication method which was not being used previously
and resulted in approximately 50% increase in life of cutter blade.

76
Results:
• Reduced average down times and setting times by 51% approximately.
• Reduced running cost of log saw cutter by 66.67% (Rs. 3,92,000 per month) hence
reducing overall production cost.
• Improved OEE of log saw cutter by 4.57%

Reduction in setting and downtimes

20
wrapping machine
20
30
Core rewinding machine
30
90
Tissue reels
40
120
Log saw cutter
55

0 20 40 60 80 100 120 140

Before improvement (minutes) After improvement (minutes)

Running Cost of Log Saw cutter

700000
588000 Rs
600000

500000
Rupees

400000

300000
196000 Rs
200000

100000

0
Before After

77
8. Planned Maintenance Pillar 3
The objective of Planned Maintenance is to establish and maintain optimal equipment and process
condition. As defined by JIPM, “Devising a planned maintenance system means raising output (no
failures, no defects) and improving the quality of maintenance technicians by increasing plant
availability (machine availability). It is aimed to have trouble free machines and equipments
producing defect free products for total customer satisfaction. Implementing these activities
efficiently can reduce input to maintenance activities and build a fluid integrated system, which
includes:

 Regular preventive maintenance to stop failures (Periodic maintenance, predictive

maintenance).
 Corrective maintenance and daily MP [maintenance prevention] to lower the risk of failure.
 Breakdown maintenance to restore machines to working order as soon as possible after
failure.
 Guidance and assistance in ‘Jishu-Hozen’ [Autonomous Maintenance].”

Policy:

 Achieve and sustain availability of machines

 Optimum maintenance cost.
 Reduces spares inventory.
 Improve reliability and maintainability of machines.

Target:

 Zero equipment failure and break down.

 Improve reliability and maintainability by 50 %
 Reduce maintenance cost by 20 %
 Ensure availability of spares all the time.

Like Focused Improvement, Planned Maintenance supports the concept of zero failures. Planned
maintenance activities put a priority on the realization of zero failures. The aim of TPM activities
is to reinforce corporate structures by eliminating all losses through the attainment of zero defects,
zero failures, and zero accidents. Of these, the attainment of zero failures is of the greatest
significance, because failures directly lead to defective products and a lower equipment operation
ratio, which in turn becomes a major factor for accidents.

78
8.1. Types of Planned maintenance

With Planned 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 equipment. This breaks
maintenance down into 4 "families" or groups which were defined as

 Preventive Maintenance
 Breakdown Maintenance
 Corrective Maintenance
 Maintenance Prevention
Maintenance activity can be viewed as a continuum of regimes as illustrated following:

 Corrective Maintenance
 Predictive Maintenance
 Condition-Based Maintenance
 Closed Loop Automation
 Usage-Based Maintenance
 Time-Based Maintenance
 Productive Time
 Unscheduled Downtime
 Scheduled Downtime
 Breakdown Maintenance

8.1.1. Breakdown Maintenance

Breakdown Maintenance refers to maintenance activity where repair is performed following

equipment failure/stoppage or upon a hazardous decline in equipment performance.

8.1.2. Time Based Maintenance

Time-Based Maintenance refers to preventive maintenance activity that is scheduled based on an

interval of time (for instance daily, weekly, monthly, etc.) Preventive maintenance keeps
equipment functioning by controlling equipment components, assemblies, subassemblies,
accessories, attachments, and so on. It also maintains the performance of structural materials and
prevents corrosion, fatigue, and other forms of deterioration from weakening them.
Usage Based Maintenance
Usage-Based Maintenance refers to preventive maintenance activity that is scheduled based on
some measure of equipment usage (for example number of units processed, number of production
cycles, operating hours, etc.) Usage-Based Maintenance is significantly different from Time-Based
Maintenance in that it is scheduled based on the stress and deterioration that production activity
places on equipment rather than just a period of time. Since equipment may run different levels of

79
production from one time period to another, Usage-Based Maintenance allows preventive
maintenance to be aligned with the actual workload placed on the equipment.

8.1.3. Condition Based Maintenance

Condition-Based Maintenance is a form of preventive maintenance that is scheduled by actual

variation or degradation that is measured on the equipment. Condition-Based Maintenance
expands on the concept of Usage-Based Maintenance by scheduling maintenance based on
observed (or measured) wear, variation, or degradation caused by the stress of production on
equipment. Examples of monitored equipment parameters include vibration analysis, ultrasonic
inspection, wear particle analysis, infrared thermography, video imaging, water quality analysis,
motor-condition analysis, jigs/fixtures/test gauges, and continuous condition monitoring. To
execute Condition- Based Maintenance, the user must determine observation points or parameters
to be measured that accurately predict impending loss of functionality for equipment. Observations
and measurements are taken during scheduled inspection cycles. Visual controls play a role in
Condition-Based Maintenance by providing graphic indications for out-of-specification
measurements or conditions.

8.1.4. Predictive Maintenance

Predictive Maintenance measures physical parameters against a known engineering limit in order
to detect, analyze, and correct equipment problems before capacity reductions or losses occur. The
key to the predictive method is finding the physical parameter that will trend the failure of the
equipment.
Takeuchi refers to this as understanding the “pre-disease” (optimal operating) condition of the
equipment so that variation from optimal can be identified. (Takeuchi 2001) Preventive
maintenance is then scheduled when a monitored parameter is measured out-of-specification.
Nhsiriaga notes that the flow of predictive maintenance is divided into three broad elements

1) Establishment of diagnostic technologies (monitoring techniques)

2) Diagnosis (comparing actual to target readings),
3) Maintenance action (responding to variation). (Nishinaga 1999) Where Condition-Based
Maintenance occurs as the result of scheduled inspections, Predictive Maintenance identifies
variation or degradation as it occurs and initiates maintenance activity.

Closed Loop Automation

Simple Closed-Loop Automation describes an advanced automation capability in which

equipment performance variation or degradation is monitored real-time and automated corrective
input is made to the equipment (when possible within acceptable performance conditions) to adjust
for the variation or degradation and continue normal in-specification processing.

80
Simple Closed Loop Automation

Advanced Closed-Loop Automation looks beyond just the equipment performance and monitors
production flow as well as equipment, including the following functionality:

 Sense changes.
 Execute real-time decision logic acting on all data available to factory automation.
 Work in Progress (WIP).
 Maintenance Repair Operations (MRO).
 Production inventory.
 Resource capacity.
 Issue work directives according to enterprise goals.
 Monitor Equipment Parameters
 Coordinate equipment and material processing.
 Continuously monitor and report status of equipment, material, and other factory resources.

8.1.5. Corrective Maintenance:

Corrective Maintenance is planned maintenance that makes permanent continuous improvement

changes (versus repair activity) to equipment. Within the TPM framework, identification of
desirable corrective action activity occurs within the Focused Improvement, Autonomous
Maintenance, and Planned Maintenance TPM pillar activity. Corrective Maintenance may
reduce/eliminate failure modes, improve variation/degradation identification (visual controls), or
simplify scheduled or unscheduled maintenance activity.
The key to effective Planned Maintenance is to have a PM plan for every tool.
The PM plan is based on the history and analysis of failure modes to determine preventive
practices. The PM plan consists of five elements. (Leflar 1999)

 A set of checklists for PM execution.

 A schedule for every PM cycle.
 Specifications and part numbers for every checklist item.
 Procedures for every checklist item.
 Maintenance and parts log (equipment maintenance history) for every machine.

The PM plan is then executed with precision; meaning that is implemented 100% of the time,
completed 100% as specified, and implemented without variation by knowledgeable people. Leflar
estimates that only 40% of all Planned Maintenance is accomplished with the expected degree of
precision. The precision level that will be achieved on any given maintenance task is 80%
determined before a maintenance

Management must supply the basic tools that create precision maintenance within their own
organization. The PM plan is continually roved to make it easier, faster, and better. Equipment
failures suggest the need for improvement of the PM plan.

81
8.2. Steps in Planned Maintenance

Following steps should be followed:

 Equipment evaluation and recoding present status.
 Restore deterioration and improve weakness.
 Building up information management system.
 Prepare time based information system, select equipment, parts and members and map out
plan.
 Prepare predictive maintenance system by introducing equipment diagnostic techniques
 Evaluation of planned maintenance.

8.3. How to achieve zero failure?

For achieving zero failure following points should be considered:
 Ensure JH activities are done daily. Provide basic conditions - easy to clean,
lubricate and re-tighten.
 Carry out root-cause analysis by using why-why analysis and PM analysis for
taking countermeasures.
 Eliminate forced deterioration (contain the contamination) Improve weaker
points of design by making latent points visible. Follow JH schedule religiously.
 Planned Maintenance (TBM/CBM) schedule is strictly adhered to training the
operators to strictly follow operating procedures.
 Evolve maintenance standards and inspection of Kaizens for their continued
effectiveness.
 Conduct Why-Why analysis for breakdown and PM analysis for chronic failures
and arriving at the counter-measures/Kaizens. Extend the same to the similar places.
 Standardize the above countermeasures through checklists.

8.4. How to reduce maintenance costs?

By increasing the life of the equipment through JH activities (Cleaning, Lubricating,
inspecting) that leads in reducing the consumption of the spares.

 Devising visual controls that will give early warning signal about deterioration (use
of sensory organs).
 Enhancing skills of maintenance people by education and training and create
awareness of cost.
 Introduction of modular system - so repairs can be done off-line.
 Increase service life of component through Kaizen

82
  Improve MTTR through Kaizen
 Use value engineering techniques for alternate material design
 Standardization of spares, indigenization, repairs of high value items - to control
 Inventory Office TPM.
 Reducing sub-contracting and increasing indigenization
 Recycling oil, water
 Stocking policies and special part planning
 Effective use of unused machines parts
 Power factor improvement
 Improve cycle time
 Energy conservation
 Design change to correct the weakness or improve the conditions by Kaizens.

8.5. How to decide machine structure for pm?

Divide machine into main body and auxiliary units like:

 Hydraulics
 Electrical/electronic
 Pneumatic
 Power transmissions
 Lubrication
 Other important parts

 Prepare a basic structural manual comprising of major elements,eg hydraulics,

pneumatics, power transmission, electrical/electronic components, special equipments etc.
 Divide these auxiliary units into sub-assemblies and identify daily and weekly checking
activities.
 Analyze the failures of the individual equipments through history cards and evaluate the
weakest links for the failure.
 Apply the structural manual for the above failure and make the necessary corrective and
preventive actions.
 Rank the activities for replacement:

 TBM periodic
 CBM
 Breakdown maintenance as per importance
It is aimed towards customer delight through highest quality through defect free manufacturing.
Focus is on eliminating non-conformances in a systematic manner, much like Focused
Improvement. We gain understanding of what parts of the equipment affect product quality and
begin to eliminate current quality concerns, and then move to potential quality concerns. Transition
is from reactive to proactive (Quality Control to Quality Assurance).

83
8.6 Practical Work of Planned Maintenance in Packages Ltd.

Preventive Maintenance Plan:

List of activities to be performed while planned maintenance:

Sr# Activities

1 Cleaning of machine in great details using vacuum.Wash where required

2 Check condition of perforation blades & cutting Blades used on all Units

3 Check Pneumatic Pressure Pipes ,Cylinders and Valves.Change them if leaked

4 Check the drainage of Glue valves and Nozzles clean them properly

5 Check the alignment of Shafts and Pusher for smooth running

6 Bolts and Screw exspecially those involved in transfer mechanism

7 Check Gear Boxes Oil Level and fill them if required

8 Condition of Pads applied to the shoes of the Pneumatic Brakes replace if

required
9 Condition of Belts and Chains .Most importantly flat belt on cone-pullies.

10 Grip tape on the rider rolls replace if damage or worn down (tape should be of
same size)
11 Check the condition of Gear and Bearings.Oil & grease them if required

12 Check the Heaters and Teflon Belts condition

13 Check the condition of Grinding wheel and pushers alignment

14 Check the the tension of conveyers for Roll feeding to wrappers

15 Clean the Accumulator supporting Rods and Glue tank with water

16 Grease all the points on Rewinder ,Cutter Unit and Wrappers

17 Cleaning of filter of DC motor and condition of its parts

18 Check the sensitive parts of sensors & photocells and clean them

19 Check Elect.Terminals and connections tightem and replace if necessary

84
 20 Remove the paper dust from internal of Machine panals using vacuum Cleaner

21 Check safety guards, normal/emergy stoppers and switches

22 Checking of operating panel indication and machine lights

23 Tags Checking Of Electrical Components

24 Check all the Critical Gauges & Temperature controllers are they calibrated and
properly working
Table 20: List of items to be checked while planned maintenance activity

Schedule for 21 Weeks

Sr 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
#
1 X X X X X X X

2 X X X X X X X

3 X X X X X X X

4 X X X X X X X

5 X X X X X X X

6 X X X X X X X

7 X X X X X X X

8 X X X X X X X

9 X X X X X X X

10 X X X X X X X

11 X X X X X X X

12 X X X X X X X

13 X X X X X X X

14 X X X X X X X

15 X X X X X X X

16 X X X X X X X

85
17 X X X X X X X X X X X X X X X X X X X X X

18 X X X X X X X X X X X X X X X X X X X X X

19 X X

20 X X X X X X X X X X X X X X X X X X X X X

21 x X X

22 X X X X X X X X X X X X X X X X X X X X X

23 X X

25 X X

Table 21: Schedule for Planned Maintenance

86
9. Quality Maintenance Pillar 4
Quality maintenance, in a nutshell, is establishment of conditions that will preclude the
occurrence of defects and control of such conditions to reduce defects to zero.” (Japan Institute of
Plant Maintenance 1996 p. 134) Quality Maintenance is achieved by establishing conditions for
‘zero defects’, maintaining conditions within specified standards, inspecting and monitoring
conditions to eliminate variation, and executing preventive actions in advance of defects or
equipment/process failure. The key concept of Quality Maintenance is that it focuses on preventive
action ‘before it happens’ (cause oriented approach) rather than reactive measures ‘after it
happens’ (results oriented approach). (Japan Institute of Plant Maintenance 1996) Quality
Maintenance, like Maintenance Prevention, builds on the fundamental learning and structures
developed within the Focused Improvement, Autonomous Maintenance, Planned Maintenance,
and Maintenance Prevention TPM pillars. Quality Maintenance supports a key objective of TPM
- ensuring that equipment and processes are so reliable that they always function properly.
QM activities are to set equipment conditions that preclude quality defects, based on the
basic concept of maintaining perfect equipment to maintain perfect quality of products. The
conditions are checked and measure in time series to very that measure values are within standard
values to prevent defects. The transition of measured values is watched to predict possibilities
of defects occurring and to take counter measures before hand.
The core concept of Quality Maintenance is integrating and executing the structures,
practices, and methodologies established within Focused Improvement, Autonomous
Maintenance, Planned Maintenance, and Maintenance Prevention. Quality Maintenance occurs
during equipment/process planning and design, production technology development, and
manufacturing production and maintenance activity. The precondition for implementation of
quality maintenance is to put the equipment, jigs, and tools for ensuring high quality in the
manufacturing process, as well as processing conditions, human skills, and working methods, into
their desired states. Pre-conditions for successful Quality Maintenance implementation include
abolishment of accelerated equipment deterioration, elimination of process problems, and the
development of skilled and competent users.

Policy:
 Defect free conditions and control of equipments.
 QM activities to support quality assurance.
 Focus of prevention of defects at source
 Focus on poka-yoke. (mistake proof system)
 In-line detection and segregation of defects.
 Effective implementation of operator quality assurance.

Target:
 Achieve and sustain customer complaints at zero
 Reduce in-process defects by 50 %
 Reduce cost of quality by 50 %.

87
9.1. Data requirements for QM
Quality defects are classified as customer end defects and in house defects. For customer-end
data, we have to get data on
 Customer end line rejection
 Field complaints.

In-house, data include data related to products and data related to process.

 Data related to product may include

 Product wise defects

 Severity of the defect and its contribution - major/minor
 Location of the defect with reference to the layout
 Magnitude and frequency of its occurrence at each stage of measurement
 Occurrence trend in beginning and the end of each production/process/changes. (Like pattern
change, ladle/furnace lining etc.)
 Occurrence trend with respect to restoration of breakdown/modifications/periodical
replacement of quality components.

Data related to processes:

 The operating condition for individual sub-process related to men, method, material and
machine.
 The standard settings/conditions of the sub-process
 The actual record of the settings/conditions during the defect occurrence.

9.2. Data collection for quality defects

Data must be collected first by the teams working on the model machines, and later by the JH
circles. The data collection for defects must be comprehensive for the following data:
Type wise, product wise, process wise, cause wise, machine wise.
Components individually or in combination cause quality defects. Machine and components to be
both checked when defect is generated. Standards related to quality components are to be checked.
Component wise phenomena have to be understood and stratification of quality defects is to be
done. Then, machine components’ relation to quality characteristics/defect modes is thereby
established.
Facts must be confirmed after visiting ‘Gemba’ (work place) and ‘Genbutsu’ (Real
things/defectives). Operators and inspectors must be trained to observe defects and the phenomena
that create the defects. They must also be explained the immediate countermeasures - phenomena-
wise. (This can happen when JH team observes very carefully ‘Why products are OK?’)
Then circle members are ready to start recording data and taking immediate countermeasures.
They must also record the countermeasures taken so that analysis can be done by the KK, PM or

88
QM teams for taking permanent countermeasures. Data collection must address both needs - for
observing effects of quick and long-term countermeasures.

There must be a daily collection of data that must get compiled to observe trends over weeks and
months. Quality defect trends with phenomenon, cause & kaizen idea along with implementation
date can show a full picture of how Quality losses are being eliminated.

9.3. Sustaining zero defects for QM

9.3.1. Inspection standards to sustain zero defects
Check points are defined in terms of conditions that don’t produce defects. Such conditions are
expressed in standard values. Check points can be related to 3M conditions method, machine &
material.

 Identify ‘3M’ conditions to achieve zero defects

 Assess 3M conditions
 Identify fuguai
 Set 3M conditions (through countermeasures/Kaizens)
 Establish standards to sustain zero defects. These standards should contain required value,
frequency of check and how to check. In case there is some special attention required for
checking then that must come up in an OPL. There must be also a clear indication for ‘action
if not OK’.
For each of the specifications frequency of checks and responsibilities must be clearly indicated.
Some items can be checked by JH circles and others by PM, QM KK teams etc. Review the
inspection standards periodically for defect occur (relation analysis of defect occurrence and
standard). Ensure the current situation and implement improvement activities and calibration of
equipment. Continuously, based on feedback, revise the inspection standard and implement.

Develop operator’s skill on the revised standards through one-point lessons, visual aids, DO’s and
DONOT displays to alert them. Continuously monitor dimensions by auto-gauging for critical and
significant dimensions.

 Methodology of Zero Defects

 From defect we need to go to phenomenon
 Do a why-why analysis
 Go to root cause
 Solution would be of two types: Poor design or human error.

For poor design of product/process we will need to strengthen the design. For human error we will
need to implement Poka Yoke. Full inventory of Root cause to Kaizen ideas and Kaizen actions
has to be built up defect/phenomena wise. These need to be horizontally deployed. Where
problems are of Type B, why-why analysis may not be adequate to achieve zero defects, in those
cases, PM Analysis is advised.

 Exchange the ideas for elimination and sustaining Zero Defects

89
  Monitor continuously the defect rate on daily, weekly and monthly basis.
 Conduct circle meetings periodically to confirm corrective actions and whether they are
effective.
 Establish standards for machine, equipments, and monitor their accuracy.
 Operate at controlled tolerance to the mean limit of the tolerance.
 Develop skill of operators to stop the machines when defects are noticed.
 Maintain machine and measuring equipments to the basic condition to prevent
deterioration.
 Continuously monitor the incoming product quality.

Poka Yoke and PM analysis are necessary. Many of the companies are putting in Poka ‘Yoke for
all processes which, impact safety of product or operation and where there are any customer
complaints. In addition to that the following suggestions are made:
Poka Yoke working to be inspected. This can be ensured through TBM calendar.

 Kaizen inspection sheets are prepared and key points are added as Quality points in the
JH check sheets.

90
10. Training–Pillar 5
It is aimed to have multi-skilled revitalized employees whose morale is high and who has
eager to come to work and perform all required functions effectively and independently. Education
is given to operators to upgrade their skill. It is not sufficient know only "Know-How" by they
should also learn "Know-why". By experience they gain, "Know-How" to overcome a problem
what to be done. This they do without knowing the root cause of the problem and why they are
doing so. Hence it become necessary to train them on knowing "Know-why". The employees
should be trained to achieve the four phases of skill. The goal is to create a factory full of experts.

10.1 Policy:
 Focus on improvement of knowledge, skills and techniques.
 Creating a training environment for self learning based on felt needs.
 Training curriculum / tools /assessment etc conductive to employee revitalization
 Training to remove employee fatigue and make work enjoyable.

Administrative TPM applies TPM activities to continuously improve the efficiency and
effectiveness of logistic and administrative functions. These logistic and support functions may
have a significant impact on the performance of manufacturing production operations. Consistent
with the view of a ‘production system’ that includes not only manufacturing, but also
manufacturing support functions, TPM must embrace the entire company, including administrative
and support departments.

10.2 Skill Matrix

Following is an example of Skill matrix:

91
11. Administrative TPM Pillar 6
Office TPM should be started after activating four other pillars of TPM (JH, KK, QM,
and PM). Office TPM must be followed to improve productivity, efficiency in the administrative
functions and identify and eliminate losses. This includes analyzing processes and procedures
towards increased office automation. In this pillar we aim to eliminate efficiency losses in the
indirect areas and implement tool such as 5 S to create an organized and efficient office
environment. This can be aimed at logistics, scheduling, HR, accounting and other areas of the
administrative nature.

Manufacturing is not a stand-alone activity, but is now fully integrated with, and dependent
on, its support activities. These departments increase their productivity by documenting
administrative systems and reducing waste and loss. They can help raise production-system
effectiveness by improving every type of organized activity that supports production. Like
equipment effectiveness improvement Administrative TPM focuses on identifying and
eliminating effectiveness losses in administrative activities. Office TPM addresses twelve
major losses. They are

 Processing loss
 Cost loss including in areas such as procurement, accounts, marketing, sales Leading to
high inventories
 Accuracy loss, Maintenance, Planned Maintenance, Maintenance Prevention, and
Quality.

11.1. How to start office TPM?

A senior person from one of the support functions e.g. Head of Finance, MIS, Purchase
etc should be heading the sub-committee. Members representing all support functions and
people from Production & Quality should be included in subcommittee. TPM co-ordinate
plans and guides the

 Providing awareness about office TPM to all support departments

 Helping them to identify P, Q, C, D, S, and M in each function in relation to plant
performance
 Identify the scope for improvement in each function
 Collect relevant data
 Help them to solve problems in their circles
 Make up an activity board where progress is monitored on both sides - results and actions
along with Kaizens.
 Fan out to cover all employees and circles in all functions.

11.2. Kobetsu Kaizen topics for Office TPM

 Inventory reduction
 Lead time reduction of critical processes
 Motion & space losses

92
 Retrieval time reduction.
 Equalizing the work load
 Improving the office efficiency byeliminating the time loss on retrieval of information
by achieving zero breakdown of office equipment .
11.3. How to identify losses in office TPM?
In each functional area identify the losses separately and add them up to build up a master plan
for Office TPM. For example:

 Office equipment breakdown

 Communication channel breakdown, telephone and fax lines

11.4. PQDSM in TPM

P - Production output lost due to want of material, Manpower productivity, Production

output lost due to want of tools.
Q - Mistakes in preparation of cheques, bills, invoices, payroll, Customer
returns/warranty attributable to BOPs, Rejection/rework in BOP's/job work, Office
area rework.
C - Buying cost/unit produced, Cost of logistics - inbound/outbound, Cost of carrying
inventory, Cost of communication, Demurrage costs.
D - Logistics losses (Delay in loading/unloading)
Delay in delivery due to any of the support functions
Delay in payments to suppliers
Delay in information
S - Safety in material handling/stores/logistics, Safety of soft and hard data.
M - Number of Kaizens in office areas.

This pillar ensures that all the improvements developed by the other pillars do not reduce
the Safety, Health or Environmental performance of the organization. It also ensures the
approaches used to enhance manufacturing performance improvement are equally applied
to Safety, Health and Environmental issues.

93
12. Safety, Health and Environment-Pillar 7
Although shown as the last pillar of TPM, the TPM Safety and Environmental pillar is equally,
if not more, important than the seven others. Shirose describes safety as “peace of mind”. No
TPM program is meaningful without strict focus on safety and environmental concerns.
Ensuring equipment preventing human error, and eliminating accidents and pollution are the
key tenets of TPM.

Target

 Zero accident
 Zero health damage
 Zero fires.

12.1 How TPM improves safety and environmental protection?

Autonomous Maintenance teaches equipment operators how to proper.Faulty or unreliable
equipment is a source of danger to the operator and the environment®. The TPM objective of
Zero-failure and Zero-defects directly supports Zero accidents.

Operate equipment and maintain a clean and organized workstation. 5-S activity eliminates
unsafe conditions in the work area.

 TPM-trained operators have a better understanding of their equipment and processes

and are able to quickly detect and resolve abnormalities that might result in unsafe
conditions.
 Operation of equipment by unqualified operators is eliminated through effective
deployment of TPM.
 Operators accept responsibility for safety and environmental protection at their
workstations.
 Safety and environmental protection standards are proliferated and enforces as part of
the TPM Quality Maintenance pillar.

12.2. Key Objectives for SHE Pillar

TPM address the following key environmental objectives within the Safety and
Environmental pillar. (Ishikawa 1999).
 Construct an Environmental Management System (EMS) that integrates environmental
issues as a system. This objective is consistent with IS014001/14004.
 Implement activities, through the TPM program, to reduce the environmental impact of
manufacturing operations.

94
  Create systems to reduce the environmental impact of manufacturing product and
process development.
 Enhance the environmental awareness and education of all employees.

Ichikawa emphasizes that the Environmental Management System “is part and parcel of
the work and this implementation should be done through TPM. In concrete terms, this consists
of environmental education, products and equipment development that implement
improvements for environmental aspects reduction and give consideration to environmental
load, and it is considered to be appropriate to develop these themes along the conventional
TPM pillars.”

12.3. Practical work on SHE in packages:

Workers generally did not give much importance to their safety or the safety of their work
place or work practices. A unique idea was presented in which the workers were to be
motivated for keeping a safe workplace, adopting safe work practices and using safety
equipment. This was done by making videos of interviews of different workers who had
previously been injured in other departments. This really motivated workers to keep safety as
a priority because their families and their futures depend entirely on how safe they are.

Workers Using PPEs

40

35
35

30
Number of Workers

25

20

15

10
10

0
Before After

95
TPM Journey at BUCP Packages ltd.

Packages’ being one of the growing companies of Pakistan has always been fond of a culture to
create “change” for the positive improvement and health of the organization and its employees. In
its efforts to continuously improve it is always a desire, of the company’s people to supply the
customer with a satisfying product in terms of quality, cost, delivery and above all reliability.
Obviously all this needs a good quality, maintenance and resource management system.
The process of TPM implementation at Packages Ltd was initiated in 2009, with a clear road map
and a full week exercise under the guidance of Japanese Instructor.
Targeted areas were production cost reduction by reducing unexpected breakdowns and setting
times. Along with this, increase in the workers safety and job satisfaction were also our targeted
areas. After convincing workers and management about the importance of TPM, 5s
implementation through red/ yellow/ green tags activities was initiated, then worker trainings were
started. Through pareto analysis ‘vital few’ were identified for the sake of focused improvement
activity and in the end worker safety and job satisfaction was focused through motivational videos
and employee of the month activity. Floor Layout epoxy paint scheme was also devised using
OSHA standards.

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14. TPM Terminologies

4M Man, Machine, Material, Method

CBM Condition Based Monitoring

CLIT cleaning, Lubrication, Inspection and Tightening

DR’s Design Reviews

EE Economics Engineering

FA Factory Automation

FMEA Failure Mode Effect Analysis

FTA Fault Tree Analysis

Fugua Abnormality

Genba Work Site

Genba-Genbutsu Maintain equipment and operation at “ what the equipment and the work must
be”

Gensho Phenomenon and reality

Kanban Just in time

Ko- Sho Failure

LCC Life cycle cost

LCP Life cycle profit

Makigami Analysis Improve processing efficiencies by eliminating process that obstruct the
flow

MTBF Mean time between failure

MTTF Mean time of failure

MTTR Mean time to repair

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OPL One point lesson

OWF Operator work force

PDCA Plan, do, check and Act

PERT Program evaluation and Review Technique

PFMI Process flow chart and management time

PM Preventive Maintenance

PM Phenomenon, Physically and Mechanism

Poka Yoke Fool Proof system ( if a task has been forgotten, the next operation cannot be
performed, the next process does not start)

PPA Process point analysis

RCM reliability Centered Maintenance

Reflexivity Without thinking

TBM Time Based Maintenance

Three Ds Difficult, dirt, Dangerous

WWBLA Why why because logic analysis

KYT Kiken, Yochi and Training (Recognize, correct and Prevent )

5G

1. Gemba (actual site)

2. Genbutsu (actual thing)
3. Genjitsu (actual situation / occurrence)
4. Genri (the theory)
5. Gensoku (standards)

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15. References:

 JIPM (Japanese Institute of Productive Maintenance) book

 www.plantmaintenance.com

 Introduction to TPM by Ross Kennedy, President the Centre of TPM Australia.

 www.google.com; Total Productive Maintenance

 www. re1iabi1ityweb.com ; Total Productive Maintenance

 www.maint2k.com ; what is TPM?

 Leflar James (2001), Practical TPM: Successful Equipment Management at Agilent

Technologies; productivity press.

 Campbell, John D &Reyes-Picknelll Jmaes (2006), Uptime, 2nd Edition: Strategies for

excellence in Maintenance Management; Productivity Press.

 Takahashi,Yoshikazu, and Osada, Takashi, "TPM", Asian Productivity

 Organization, Tokyo, 1990

 Robinson, Charles J., Cinder, Andrew P., "Implementing TPM", Productivity Press.

 Portland Oregon, 1995.

 Steinbacher, Herbert R, Steinbacher, Norma L., "TPM for America. Produc®

 Press, Portland, Oregon, 1995

 Manual no 1: Jishu Hozen Implementation by TPM Club India

 Manual no 3: Quality Maintenance Implement.

 Manual no 4: Kobetsu Kaizen

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