Más contenido relacionado


TQM-Module 5.pptx

  1. Total Productive Maintenance Module-5
  2. Definition • Total Productive Maintenance (TPM) is an approach to equipment maintenance that aims to achieve a perfect production process by increasing productivity, efficiency, and safety.
  3. Types of maintenance • Preventive Maintenance. • Condition-Based Maintenance. • Predictive Maintenance. • Corrective Maintenance. • Predetermined Maintenance.
  4. 1. Preventive Maintenance. • Preventive maintenance is aimed at catching and fixing problems before they happen. It is most commonly carried out in the form of regular inspections, usually occurring multiple times per year. • When you inspect a system or a piece of technology, carefully check for all signs of wear, tear or imminent breakdown. Replace damaged parts immediately. This will prevent having to go into “crisis mode” if something breaks unexpectedly. • The primary benefit of preventive maintenance is that it can eliminate unplanned shutdown time as you will ideally catch problems before they occur.
  5. 2. Condition-Based Maintenance • Condition-based maintenance is sometimes considered to be a more advanced alternative to preventive maintenance. Rather than being inspected according to a schedule, machines and systems are carefully observed for changes that could indicate upcoming failure. • With condition-based maintenance, technicians observe the system running and identify variables that could affect functioning, like temperature, vibration speed, power, the presence or absence of moisture, and more. • Another strategy within condition-based maintenance is predictive maintenance.
  6. 3. Predictive Maintenance • Predictive maintenance refers to a specific type of condition-based maintenance in which systems are constantly observed via sensor devices. These devices are attached to components of the system and feed constant, real-time data to software. The software then interprets this data and warns maintenance technicians of approaching danger. • Predictive maintenance is generally considered to be the most advanced and intensive type of maintenance. This is because there is a lot of data to interpret – and the sensor devices themselves need to be regularly maintained and checked
  7. 4. Corrective Maintenance • Corrective maintenance is initiated when a problem is discovered while working on another work order. With corrective maintenance issues are caught ‘just in time'. • For example, during a scheduled maintenance check or while fixing another issue, a maintenance technician notices that a pipe in a HVAC system is not working as it should. Corrective maintenance is then scheduled for a future date where the problem is repaired or replaced. • Because corrective maintenance issues are found ‘just in time’, it reduces emergency repairs and increases employee safety.
  8. 5. Predetermined Maintenance • Unlike other styles, predetermined maintenance is carried out using rules and suggestions created by the original manufacturer, rather than the maintenance team. These suggestions are based on experiments and gathered data. • The manufacturer provides statistics and guidelines, usually when the equipment is first purchased and will include data providing the average lifespan of both the entire system and its various parts. The manufacturer will suggest how often parts should be inspected, serviced and replaced.
  9. Steps in implementing of TPM • Efficient utilization of men, materials & machine • Planned maintenance • Initial control • Education & training • Autonomous maintenance or self maintenance • Quality maintenance • TPM administration • Safety, hygenic & environment
  10. The overall goals of TPM are… • Maintaining & improving equipment capacity • Maintaining equipment for its intended life • Using support from all areas of operations & activities • Encouraging input from all concerned • Using team concept for continuous improvements
  11. Pillars of TPM
  12. Pillars of TPM 1. Focused maintenance 2. Autonomous maintenance 3. Planned maintenance 4. Training & education 5. Early management 6. Quality maintenance 7. Office TPM 8. Safety, health & environment
  13. Pillars of TPM 1. Focused Maintenance is an important part of the management of the physical assets of a property. Once the building services are installed. 2. Autonomous maintenance is a method in manufacturing that gives machine operators the responsibility for basic maintenance tasks, rather than relying on dedicated maintenance technicians.
  14. 3.Planned maintenance refers to any maintenance activity that is planned, documented, and scheduled. • The aim of planned maintenance is to reduce downtime by having all necessary resources on hand, such as labour and parts, and a strategy to use these resources.
  15. 4. Training & education Education and Training (E&T) pillar of TPM house is aimed at to have multi-skilled revitalized employees to handle their intended initiatives in a systematic manner. In this pillar, the operators are imparted necessary education and training on maintenance engineering practices.
  16. 5. Early Management is the fifth pillar of TPM and aims to implement new products and processes with vertical ramp up and minimised development lead time. 6. Quality Maintenance is the sixth pillar of TPM and aims to assure zero defect conditions. • It does this by understanding and controlling the process interactions between manpower, material, machines and methods that could enable defects to occur.
  17. 7. Office TPM is the seventh pillar and concentrates on all areas that provide administrative and support functions in the organisation. The pillar applies the key TPM principles in eliminating waste and losses from these departments. 8. HSE (Health, Safety and Environment) is a set of processes and procedures identifying potential hazards to a certain environment, developing best practices to reduce or remove those hazards, and then training employees for accident prevention, accident response, etc.
  18. 5S in TPM • 5S is a workplace organization method that uses a list of five Japanese words: seiri, seiton, seisō, seiketsu, and shitsuke. These have been translated as "sort", "set in order", "shine", "standardize", and "sustain".
  19. 1. Sort • The first step of 5S, Sort, involves going through all the tools, furniture, materials, equipment, etc. in a work area to determine what needs to be present and what can be removed. Some questions to ask during this phase include: • What is the purpose of this item? • When was this item last used? • How frequently is it used? • Who uses it? • Does it really need to be here
  20. 2. Set in order • During this phase, everyone should determine what arrangements are most logical. That will require thinking through tasks, the frequency of those tasks, the paths people take through the space, etc. • Which people (or workstations) use which items? • When are items used? • Which items are used most frequently? • Should items be grouped by type? • Where would it be most logical to place items? – Would some placements be more ergonomic for workers than others? – Would some placements cut down on unnecessary motion? • Are more storage containers necessary to keep things organized?
  21. 3. Shine • Everyone thinks they know what housekeeping is, but it's one of the easiest things to overlook, especially when work gets busy. The Shine stage of 5S focuses on cleaning up the work area, which means sweeping, mopping, dusting, wiping down surfaces, putting tools and materials away, etc. • In addition to basic cleaning, Shine also involves performing regular maintenance on equipment and machinery. Planning for maintenance ahead of time means businesses can catch problems and prevent breakdowns. That means less wasted time and no loss of profits related to work stoppages.
  22. 4. Standardize • Once the first three steps of 5S are completed, things should look pretty good. All the extra stuff is gone, everything is organized, spaces are cleaned, and equipment is in good working order. • The problem is, when 5S is new at a company, it's easy to clean and get organized and then slowly let things slide back to the way they were. • Standardize makes 5S different from the typical spring-cleaning project. Standardize systematizes everything that just happened and turns one-time efforts into habits. Standardize assigns regular tasks, creates schedules, and posts instructions so these activities become routines.
  23. 5. Sustain • Once standard procedures for 5S are in place, businesses must perform the ongoing work of maintaining those procedures and updating them as necessary. • Sustain refers to the process of keeping 5S running smoothly, but also of keeping everyone in the organization involved. • Managers need to participate, as do employees out on the manufacturing floor, in the warehouse, or in the office. Sustain is about making 5S a long-term program, not just an event or short-term project.
  24. Quality by Design (QbD) • Quality by Design (QbD) is a strategic process for development and manufacturing. It is meant to ensure that the intended performance of a final drug product is as expected – both in terms of purity and efficacy( Ability to produce intended result) • To achieve this requires well-described objectives, and proper risk management.
  25. Key components of QbD • QbD elements include the following: 1) A quality target product profile (QTPP) that identifies the critical quality attributes (CQAs) of the drug product 2) Product design and understanding including identification of critical material attributes (CMAs) 3) Process design and understanding including identification
  26. Role of QbD in Pharmaceutical industry • Pharmaceutical QbD is a systematic approach to development that begins with predefined objectives and emphasizes product and process understanding and control based on sound science and quality risk management. • In this progressively non-stop manufacturing environment, QbD uses a data-driven approach to deliver better understanding of manufacturing processes, reduced likelihood of batch failures, more efficient and effective control of change, as well as greater return on investment, time and cost savings.
  27. Benefits & challenges of QbD Benefits • “Right first time” – reduced costs and less process downtime. • Science-based understanding of the process results in minimized batch failure or rework. • Better consistency in drug quality and efficacy. • Ensures therapeutic efficacy of generics. • Reduced time to market for new drugs.
  28. Benefits & challenges of QbD Challenges • Quality target product profile (QTPP) • Critical quality attributes (CQAs) of a product. • Product design and product understanding. • Process design and understanding. • Product and process control strategies.
  29. Environmenal Management System(EMS) • A quality management system is a collection of business processes focused on consistently meeting customer requirements and enhancing their satisfaction. OR • The collective plans, activities and events that are provided to ensure that a product, process or service will satisfy the given needs.
  30. EMS under ISO 14001 • ISO 14001 is an internationally agreed standard that sets out the requirements for an environmental management system. • It helps organizations to improve their environmental performance through more efficient use of resources and reduction of waste, gaining a competitive advantage and the trust of stakeholders.
  31. EMS under ISO 14001 • ISO 14001 is the international standard that specifies requirements for an effective environmental management system (EMS). • It provides a framework that an organization can follow, rather than establishing environmental performance requirements.
  32. Costs & Benefits of EMS • Improved environmental performance. • Enhanced compliance. • Pollution prevention. • Resource conservation. • New customers/markets. • Increased efficiency/reduced costs. • Enhanced employee morale. • Enhanced image with public, regulators, lenders, investors.
  33. Thank you!