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139 views

TPM

A

Uploaded by

Shalini Yadav
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 42

APPLICATION OF TOTAL

PRODUCTIVE MAINTENANCE
(TPM) IN APPAREL INDUSTRY

PRESENTED BY:
Shalini Yadav
(20)

TOTAL PRODUCTIVE MAINTENANCE


(TPM)

Total Productive Maintenance (TPM) is a


maintenance program which involves a newly
defined concept for maintaining plants and
equipment.
The goal of the TPM program is to increase
production while, at the same time,
increasing employee morale and job
satisfaction.
Zero accidents, zero defects and zero
breakdowns

TOTAL PRODUCTIVE MAINTENANCE


(TPM)

Total
all employees are involved
it aims to eliminate all accidents, defects and
breakdowns

Productive
actions are performed while production goes on
troubles for production are minimized

Maintenance
keep in good condition
repair, clean, lubricate

Motive of TPM

The goal of all the factory improvement activity


is to increase productivity by minimizing input
and maximizing output.
Adoption of life cycle approach for improving
the overall performance of production
equipment.
Improving productivity by highly motivated
workers which is achieved by job enlargement.
The use of voluntary small group activities for
identifying the cause of failure, possible plant
and equipment modifications.

ORIGINS OF TPM

Breakdown maintenance - historical


Preventive Maintenance concept introduced in1951
Productive Maintenance introduced later
Included
Preventive

maintenance
Improvement-related maintenance
Maintenance prevention
Still

primarily maintenance department


Never achieved zero breakdowns or defects

ORIGINS OF TPM

Total Productive Maintenance


Brought

operators into the picture


Small group activities
Teamwork between operators and maintenance
Involvement & support throughout the company

Uniqueness of 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.

GOAL OF TPM

The goal of maintenance management is to


enhance equipment effectiveness and
maximize output.
It strives to attain and maintain optimal
equipment conditions in order to event
unexpected breakdowns, speed losses, and
quality defects in process.
Overall efficiency including economic
efficiency is achieved by minimizing the cost of
upkeep and maintaining optimal equipment
conditions throughout the life of equipment.

OVERALL EQUIPMENT
EFFECTIVENESS- A KEY
INDICATOR TO SUCCESS

It is a lean tool in apparel manufacturing which


helps in observing holistically three factorsavailability, performance and quality-to get a
clear and precise idea about how well the
machine is being used and simultaneously
guides on the systematic steps required to be
taken for overall improvements.

Overall equipment effectiveness = Availability x Performance rate x Quality rate


(OEE)

Breakdown
Setup and adjustment
Others
Idling & minor stoppages
Reduced speed

Quality defects & rework


Start-up yield

Operation time (Scheduled time available Downtime)


Availability = ______________________________________________ x 100
Scheduled time available

processed amount x ideal cycle time


Performance rate = _____________________________
Operation time

Quality rate =

Amount good / amount produced

STEPS IN INTRODUCING TPM IN AN ORGANIZATIO

Stage A Preparatory stage


Step1:

General announcement by management


about TPM introduction in the organization
Step2: Initial education and propaganda for TPM
Step3: Setting up TPM and departmental
committees
Step4: Establishing the TPM working system and
target
Step5: A master plan for institutionalizing

TPM Time and Action Calendar

Stage B Introduction Stage

A small get-together, which includes


suppliers and customers participation, is
conducted.

Stage C Implementation
Stage

In this stage eight activities are carried


which are called eight pillars in the
development of TPM activity.

Stage D Institutionalizing
Stage.

By now the TPM implementation activities


reach maturity stage.

Now, this is time when by introducing awards


etc. one can keep the motive of the people
going to continue TPM.

8 PILLARS OF TPM

Autonomous maintenance (JISHU-HOZEN)


Kabetsu -Kaizen
Planned maintenance
Quality maintenance
Maintenance prevention design and initial
equipment control
Education & training
Office TPM
Safety, hygiene & environment control

PILLAR 1 - 5S :
Japanese Term

English Translation

Equivalent 'S' term

Seiri

Organisation

Sort

Seiton

Tidiness

Systematise

Seiso

Cleaning

Sweep

Seiketsu

Standardisation

Standardise

Shitsuke

Discipline

Self - Discipline

PILLAR 2 - JISHU HOZEN (


Autonomous Maintenance )

This 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.
The operators are responsible for upkeep of
their equipment to prevent it from deteriorating.

SHIFT IN ATTITUDES

Operator

Maintenance

I use

I maintain &
I fix

Conventional

Operator

Maintenance

We maintain

TPM

PILLAR 3 - KAIZEN

"Kai" means change, and "Zen" means good.

This pillar aims at reducing losses in the


workplace that affect our efficiencies.

Its is also referred in short as contious


improvement.

PILLAR 4 - PLANNED
MAINTENANCE

It is aimed to have trouble free machine and


equipment producing defect free products for
total customer satisfaction.
Types : Breakdown

Maintenance
Preventive Maintenance
Corrective Maintenance
Maintenance Prevention

PILLAR 5 - QUALITY
MAINTENANCE

QM activities is to set equipment conditions


that preclude quality defects, based on the
basic concept of maintaining perfect
equipment to maintain perfect quality of
products.

PILLAR 6 - TRAINING

Phase 1 : Do not know.

Phase 2 : Know the theory but cannot do.

Phase 3 : Can do but cannot teach(skilled)

Phase 4 : Can do and also teach. (expert).

PILLAR 7 - OFFICE TPM

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.

PILLAR 8 - SAFETY, HEALTH


AND ENVIRONMENT
Target :

Zero accident

Zero health damage

Zero fires.

TPM (TOTAL PRODUCTIVE


MAINTENANCE) AS A WASTE
ELIMINATION TOOL

Breakdowns
Setups and adjustment
Idling and minor stoppages
Speed
Quality defects and rework
Start-up (loss of yield)

EIGHT MAJOR LOSSES THAT IMPEDE


OVERALL EQUIPMENT EFFICIENCY
1 -Failure losses (Breakdown): Losses due to
failures. Types of failures include sporadic
function-stopping failures, and functionreduction failures in which the function of the
equipment drops below Normal levels.
2- Set up and adjustment losses: Stoppage
losses that accompany set-up changeovers.

3-Cutting blade change losses: Stoppage


losses caused by changing the cutting blade
due to breakage, or caused by changing the
cutting blade when the service life of the
grinding stone, cutter or bite has been reached
in the straight knife.

4 -Start-up losses: When starting production,


the losses that arise until equipment start-up,
running-in and production processing
conditions stabilize.

5- Minor stoppage and idling losses


Losses that occur when the equipment
temporarily stops or idles due to sensor
actuation or jamming of the work. The
equipment will operate normally through
simple measures (removal of the work and
resetting).
6 -Speed losses
Losses due to actual operating speed falling
below the designed speed of the equipment.

7 -Defect & rework loss


Losses due to defects & reworking. Losses
that impede equipment loading time

8 -Shutdown (SD) losses


Losses that arise from planned equipment
stoppages at the production planning level in
order to perform periodic inspection and
statutory inspection.

FIVE MAJOR LOSSES THAT IMPEDE


OVERALL HUMAN WORK EFFICIENCY
9- Management losses
Waiting losses that are caused by management, such
as waiting for materials, waiting for a dolly, waiting for
tools, waiting for instructions etc.
10- Motion losses
Man-hour losses arising from differences in skills
involved in etc.
11- Line organization losses
Idle time losses when waiting for multiple processes or
multiple platforms.

12 -Distribution losses
Distribution man-hour losses due to transport of
materials, products (processed products) and
dollies.
13- Measurement and adjustment losses
Work losses from frequent measurement and
adjustment in order to prevent the occurrence
and outflow of quality defects.

THREE MAJOR LOSSES THAT IMPEDE


EFFICIENT USE OF PRODUCTION SUBSIDIARY
RESOURCES
14- Energy losses
Losses due to ineffective utilization of input energy
(electric, gas, fuel oil, etc) in processing.
15- Die, jig and tool losses
Financial losses which occur with production or
repairs of dies, jigs and tools due to aging beyond
services life or breakage.

16 -Yield losses
Material losses due to differences in the weight of the
input materials and the weight of the quality products.

BENEFITS OF TPM

Greater equipment availability


Low production cost
Development of employees
Greater employee involvement due to small group
activities
Improved quality
Few customer complaints
Few industrial accidents
Improved workers morale
Clear distinction between responsibility and authority
Improved companys competitive strength

TYPICAL TPM RESULTS

Overall equipment effectiveness up 25-65%


Quality defects down 25-50%
Maintenance expenditures down 10-50%
Percent planned vs. unplanned maintenance
increased 10-60%

ELIMINATING BREAKDOWNS
Workplace Conditions Contribute to Losses

Filthy equipment
Oil and lubricant leaks
Moving parts encrusted with raw materials or debris
Disorderly wiring, hoses, etc.
Equipment mechanisms hidden or difficult to access
Workplace disorder
A belief that conditions cannot improve

ELIMINATING BREAKDOWNS
Why machines fail
Disregard for basic needs (housekeeping,
lube..)
Incorrect operating conditions
Lack of skill or knowledge of operator
Machine deterioration
Routine
Accelerated

Design deficiency

SUSTAINING TPM

Audits
Visual activity boards
Team

charter
Team activities, goal, schedule, and progress
Cleaning, inspection, and lubrication standards
Workplace organization standards
Trend charts for each of the big 6 losses
Inspection reports
Audit results
Before and after photos

CONCLUSION

Today, with competition in industry at an all time


high, TPM may be the only thing that stands
between success and total failure for some
companies.

If everyone involved in a TPM program does his


or her part, an unusually high rate of return
compared to resources invested may be
expected.
Visual Management

BIBLIOGRAPHY

http://managementsupport.hubpages.com/hub/Total-ProductiveMaintenance-Implementation

http://www.wikihow.com/Manage-a-Total-Productive-MaintenanceProgram-Successfully

http://www.scribd.com/doc/12830469/Total-ProductiveMaintenancepnkj

http://www.emsstrategies.com/dm050104article1.html

http://www.millerwelds.com/resources/articles/TPM-MaximizesOverall-Equipment-Efficiency

http://www.aps-online.net/Services/TPM_services.htm

http://www.plant-maintenance.com/articles/tpm_intro.shtml

Journal- Stitch world, Feb,2011, Overall Equipment Effectiveness, A


Key Indicator to Success

THANK YOU

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