Jy2417091713

Aaditya choubey / International Journal of Engineering Research and Applications
(IJERA) ISSN: 2248-9622 www.ijera.com
Vol. 2, Issue4, July-August 2012, pp.1709-1713
Study The Initiation Steps Of Total Productivity Maintenance In
An Organization And Its Effect In Improvement Of Overall
Equipment Efficiency
Aaditya choubey

ABSTRACT
Frequent machine breakdowns, low Is only achieved by using an effective maintenance
plant availability, lower working time, idle system that helps maximize availability by
laboureand increased overtime are a great threat minimizing machine downtime due to unwarranted
to a plant as they increase operating costs of an stoppages. Without an effective and economically
industry. The main aim of this Project is to viable maintenance system, equipment reliability
improve Overall Equipment Effectiveness (OEE) suffers, and the plant pays the price with poor
at a manufacturing company through the availability and increased downtime. All these
implementation of innovative maintenance mentioned poor key performance indicators (KPIs)
strategies. The paper focuses on improving the could be a result of poor machine condition and
maintenance in a manufacturing set up using an sometimes low employee morale. Low plant
innovative maintenance regime mix to improve availability and overtime costs will negatively affect
overall equipment effectiveness. I usually an industry’s operational efficiency. Plant Engineers
production is based on the total kilowatt of motors must therefore design an effective maintenance
produced per day. Reduced demand and lack of system for the plant and its equipment.
raw materials particularly imported items are (Implementation of Total Productive maintenance, a
adversely affecting the manufacturing operations. case study)
The company has to suffer due to lower
availability of machines as result of breakdowns Aim
and lack of raw materials. The price reductions The aim of this project is to improve Overall
and uncertainties as well as general machine Equipment Effectiveness in the company through the
breakdowns further lowered production. Some Effective Maintenance implementation of Total
recommendations were given. For instance, Productive Maintenance.
employee empowerment in the company will
enhance responsibility and authority to improve RESEARCH OBJECTIVES
and totally eliminate the six big losses. If the • To maximize overall equipment effectiveness
maintenance department is to realize its proper • To reduce equipment downtime while improving
function in a progressive, innovative industrial quality and capacity.
society, then its personnel must be continuously • To increase competitive advantage.
trained to meet current needs as well as future
requirements. To make the maintenance planning LITERATURE REVIEW
system effective, it is essential to keep track of all Many manufacturing systems operate at a
the corrective maintenance jobs and preventive lower capacity with a consequence of a higher cost of
maintenance inspections. For large processing the Producing products. In the fabric Dyeing Process
plants these cannot be handled manually. It was industry, the production process requires non-stop
therefore recommended that the company Operation of automatic production line equipment. A
implement (Computerized Maintenance stoppage in a production line, due to a failure of the
Management System) CMMS. equipment, causes a drop in the production rate and
quality problems on the products. Low productivity is
Keywords:- Maintenance; Manufacturing; Overall the result of the worst function of the production
Equipment Effectiveness lines. This is can be a result of imperfect maintenance
of the machines. Maintenance is undertaken to
PROBLEM FORMULATION preserve the proper function of the system so that it
Maintenance has been largely considered as will continue to do what it was designed to do. A
a support function which is none productive since it success of the product is generally measured by
does not generate cash directly. However for industry satisfaction of the customer who seeks good quality.
to produce goods of the right quality and quantity for So quality is the prime factor in the success of the
the customers and be able to deliver them at the right product. Failure of the product is mainly due to poor
time its plant or equipment must operate efficiently quality of the product is mainly due to poor quality of
and accurately. For every manufacturing company product and the downtime loss in fabric dyeing
the objective is to produce goods at a profit and this processing industry leads to the loss in availability of
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the equipment, in turn leads to the less Overall produce the results, but because of the efforts to
Equipment Effectiveness (OEE). The downtime loss change the organizational culture so that it valued the
results in shut down of the particular equipment “Total” concept.
which decreases the OEE. This is considered to be Today the international focus on TPM is
the one of the major losses to the company. So it intensifying. This in-terest is expressed to support a
becomes to reduce the downtime loss in order to company’s full utilization of its assets. For example,
increase the productivity of the particular equipment one of the prevalent strategies today is the concept of
.There are various mathematical models for Lean Manufacturing. It is based on the Toyota
measuring OEE developed by various researchers. production system and is designed to drive out waste
Felipe et al. (2002), Hernandez et al. (2006) from an organization. Lean Manufacturing strategies
EIMekkawy et al. (2006) and Charu et al. (2000) have yet to produce the true benefits possible because
have defined OEE in combination with operation, they assume full asset utilization. Furthermore, the
maintenance and management of manufacturing full utilization of assets will never occur without an
equipment and resources. Muthiah et al. (2007) effective TPM strategy. Therefore, are Lean
present some practical solutions highlighting the Manufacturing strategies effective today? The answer
OEE teams at the Texas Instruments, USA which is no. A quick review of the current state of
have been designed to minimize many of the maintenance in the United States indicates that
semiconductor metric problems. Rathore et al. (2005) changes are required if companies want to achieve
investigated OEE data with a productivity analysis the benefits of Lean Manufacturing.
framework called Capacity Utilization Bottleneck (httphttp://www.reliabilityweb.com)
Efficiency System which identified and prioritized
productivity inefficiencies with the decreasing in METHODOLOGIY
their accompanying tool capacity. The methodology is based on study the steps
of implementation of TPM in an organisation.
History of TPM Method is divided into various steps, whose aims are
From where did TPM evolve? What spurred bring forth improved maintenance policies of the
its development? TPM originated in Japan and was mechanical equipment. Also, the continuous and
an equipment management strategy designed to through inspection of the production process is
support the Total Quality Management strategy. The achieved through measurements of the overall
Japanese realized that companies cannot produce a equipment effectiveness (OEE). The goal of the
consistent quality product with poorly-maintained development methodology is to bring the competitive
equipment. TPM thus began in the 1950s and advantages, such as increasing
focused primarily on the pre-ventive maintenance. As the productivity, improving the quality of the
new equipment was installed, the focus was on products and Project gives an idea about outcomes of
implementing the preventive maintenance industry such as productivity, quality, profit etc., by
recommendations by the equipment manufacturer. A introducing a new framework.
high value was placed on equipment that operated at
designed specifications with no breakdowns. During THEORTICAL FRAME WORK
these same years, a research group was formed which WHAT IS TPM
later became the Japanese Institute of Plant What is Total Productive Maintenance (TPM)?
Management (JIPM). It can be considered as the medical science
During the 1960s, TPM focused on of machines. Total Productive Maintenance (TPM) is
productive maintenance, rec-ognizing the importance a maintenance program, which involves a newly
of reliability, maintenance, and economic efficiency defined concept for maintaining plants and
in plant design. This focus took much of the data equipment. The goal of the TPM program is to
collected about equipment during the 1950s and fed it markedly increase production while, at the same
back into the design, procurement, and construction time, increasing employee morale and job
phases of equipment management. By the end of the satisfaction.
1960s, JIPM had established and awarded a PM prize TPM brings maintenance into focus as a
to companies that excelled in maintenance activities. necessary and vitally important part of the business.
Then in the 1970s, TPM evolved to a strategy It is no longer regarded as a non-profit activity.
focused on achieving PM efficiency through a Down time for maintenance is scheduled as a part of
comprehensive system based on respect for the manufacturing day and, in some cases, as an
individuals and total employee participation. It was at integral part of the manufacturing process. The goal
this time that “Total” was added to productive is to hold emergency and unscheduled maintenance
maintenance. By the mid-1970s, the Japanese began to a minimum.
to teach TPM strategies internationally and were Why TPM?
recognized for their results. TPM was introduced to achieve the following
This process was an evolutionary one that objectives. The important ones are listed below.
took time, not be-cause it was technically difficult to

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• Avoid wastage in a quickly changing economic 2b. Predictive maintenance:
environment. This is a method in which the service life of
• Producing goods without reducing product important part is predicted based on inspection or
quality. diagnosis, in order to use the parts to the limit of their
• Reduce cost. service life. Compared to periodic maintenance,
• Produce a low batch quantity at the earliest predictive maintenance is condition-based
possible time. maintenance. It manages trend values, by measuring
• Goods send to the customers must be non- and analyzing data about deterioration and employs a
defective. surveillance system, designed to monitor conditions
through an on-line system. E.g. Replacement of
Similarities and differences between TQM and coolant or oil, if there is a change in colour. Change
TPM: in colour indicates the deteriorating condition of the
The TPM program closely resembles the oil. As this is a condition-based maintenance, the oil
popular Total Quality Management (TQM) program. or coolant is replaced.
Many of the tools such as employee empowerment,
benchmarking, documentation, etc. used in TQM are 3. Corrective maintenance (1957):
used to implement and optimize TPM. Following are It improves equipment and its components
the similarities between the two. so that preventive maintenance can be carried out
1. Total commitment to the program by upper reliably. Equipment with design weakness must be
level management is required in both redesigned to improve reliability or improving
programmes maintainability. This happens at the equipment user
2. Employees must be empowered to initiate level. E.g. Installing a guard, to prevent the burrs
corrective action, and falling in the coolant tank.
3. A long-range outlook must be accepted as
TPM may take a year or more to implement 4. Maintenance prevention (1960):
and is an on-going process. Changes in This program indicates the design of new
employee mind-set toward their job equipment. Weakness of current machines is
responsibilities must take place as well. sufficiently studied (on site information leading to
failure prevention, easier maintenance and prevents
Types of maintenance: of defects, safety and ease of manufacturing). The
1. Breakdown maintenance: observations and the study made are shared with the
In this type of maintenance, no care is taken equipment manufacturer and necessary changes are
for the machine, until equipment fails. Repair is then made in the design of new machine. (Butterworth-
undertaken. This type of maintenance could be used Heinemann, 1997, Oxford)
when the equipment failure does not significantly
affect the operation or production or generate any OEE (Overall Equipment Efficiency):
significant loss other than repair cost. However, an The basic measure associated with Total
important aspect is that the failure of a component Productive Maintenance (TPM) is the OEE. This
from a big machine may be injurious to the operator. OEE highlights the actual "Hidden capacity" in an
Hence breakdown maintenance should be avoided. organization. OEE is not an exclusive measure of
how well the maintenance department works. The
2. Preventive maintenance (1951): design and installation of equipment as well as how it
It is a daily maintenance (cleaning, is operated and maintained affect the OEE. It
inspection, oiling and re-tightening), design to retain measures both efficiency (doing things right) and
the healthy condition of equipment and prevent effectiveness (doing the right things) with the
failure through the prevention of deterioration, equipment. It incorporates three basic indicators of
periodic inspection or equipment condition diagnosis, equipment performance and reliability. Thus OEE is
to measure deterioration. It is further divided into a function of the three factors mentioned below.
periodic maintenance and predictive maintenance. (www.epa.gov/lean/thinking/tpm.htm)
Just like human life is extended by preventive
medicine, the equipment service life can be
prolonged by doing preventive maintenance. 1. Availability or uptime (downtime: planned
2a. Periodic maintenance (Time based and unplanned, tool change, tool service, job
maintenance - TBM): change etc.)
Time based maintenance consists of 2. Performance efficiency (actual vs. design
periodically inspecting, servicing and cleaning capacity)
equipment and replacing parts to prevent sudden 3. Rate of quality output (Defects and rework)
failure and process problems. E.g. Replacement of
coolant or oil every 15 days. OEE = A x PE x Q

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A - Availability of the machine. Availability is Performance (Speed) = (Cycle time x Number of
proportion of time machine is actually available out products processed) Production time
of time it should be available. Net production time is the time during which the
Availability = (Planned production time – products are actually produced. Speed losses, small
unscheduled downtime) Planned production time stops, idling, and empty positions in the line indicate
Production time = Planned production time – that the line is running, but it is not providing the
Downtime quantity it should.
Gross available hours for production include 365 Q - Refers to quality rate. Which is percentage of
days per year, 24 hours per day, 7 days per week. good parts out of total produced. Sometimes called
However this is an ideal condition. Planned “yield”. Quality losses refer to the situation when the
downtime includes vacation, holidays, and not line is producing, but there are quality losses due to
enough loads. Availability losses include equipment in-progress production and warm up rejects. We can
failures and changeovers indicating situations when express a formula for quality like this:
the line is not running although it is expected to run. Quality (Yield) = (Number of products processed –
Number of products rejected)/ (Number of products
PE - Performance Efficiency. The second category processed)
of OEE is performance. The formula can be
expressed in this way:

Steps of Implementation of TPM Step 1 – Initial cleaning
Make the list of
Step 0 – Initial preparation • Hard to clean,
• prepare a Cleaning & Lubrication map • hard to lubricate,
• Arrange Red & White Tags • hard to tighten,
• History of Failures • hard to inspect,
• Training on 7 steps of Jishu Hozen • hard to adjust
• Gantry Chart • Record cleaning time
• Training on 7 types of abnormalities • Carry out audit on 1st step
• Meeting after the daily activities
• Refer to the old history records

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even better. The cost of postponing a decision of
Step 2 – Measures against sources implementing TPM, that have to make sooner or
• Countermeasures against sources of later, can be excessive. It is convincing that the losses
contamination for each day of delay are out of imagination.
• Make approach easy for CLRI Apparently, successful TPM implementation
• Make easy to do CLRI can achieve better and lasting result as compared to
• Shorten cleaning , lubricating time other isolated program because there is an ultimate
• Adopt concepts of localized guards change in people (knowledge, skills, and behavior)
• Ranking the priority places for daily during the progress.
cleaning
REFRENCES
Step 3 – formulation of cleanup and lubrication 1) S. Fore, L. Zuze.
standards 2) Implementation of Total Productive
• Standards for cleaning, lubricating and maintenance, A case study,
tightening 3) International Journal of Production
• Standards are made by operators themselves Economics, pp 71-94
with guidance by pm 4) Felipe et al. (2002), Hernandez et al. (2006)
• Standards are made by using 5w 1h EIMekkawy et al. (2006) and Charu et al.
• Standards should be easily understood by (2000)
every one 5) http://www.maintenance resources.com
• Introduce extensive visual controls 6) Environment protection Agency, USA
(2006), TOTAL PRODUCTIVE
Benefits of TPM 7) MAINTENANCE (TPM), Lean
The main benefits of TPM are as follows: Manufacturing and the Environment,
• Increased productivity and OEE (Overall 8) httphttp://www.reliabilityweb.com
Equipment Efficiency). 9) M. Ahmad and R. Benson, Benchmarking in
• Rectify customer complaints. the process Industry,
• Reduce the manufacturing cost by up to a great 10) Institution of Chemical Engineers, 2007,
extent. UK.
• Satisfy the customer’s needs by almost 100 % 11) Moubray, J. Reliability-Centered
(Delivering the right quantity at the right Maintenance II, 2nd Edition,
time, in the required quality). 12) Butterworth-Heinemann, 1997, Oxford.
• Reduce accidents. 13) TPM Club India.
• Follow pollution control measures.
• Higher confidence level among the employees.
• Keep the work place clean, neat and attractive.
• Favorable change in the attitude of the operators.
• Achieve goals by working as team.
• Horizontal deployment of a new concept in all areas
of the organization.
• Share knowledge and experience.
• The workers get a feeling of owning the machine.

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. It has been proven to be a program that
works. It can be adapted to work not only in
industrial plants, but also in construction, building
maintenance, transportation, and in a variety of other
situations. Employees must be educated and
convinced that TPM is not just another "Program of
the month" and that management is totally committed
to the program and the extended time frame
necessary for full implementation. 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. TPM is capable of
bringing a machine back to original condition and

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