Pillars of TPM The traditional approach to TPM was developed in the 1960s and consists of 5S as a foundation and eight supporting activities (sometimes referred to as pillars)
The traditional TPM model consists of a 5S foundation (Sort! Set in "rder! Shine! Standardi#e! and Sustain) and eight supporting activities The 5S $oundation The goal of 5S is to create a wor% environment that is clean and well&organi#ed 't consists of five elements Japanese Te Term
English Translation
Equivalent 'S 'S' te term
Seiri
"rganisation
Sort
Seiton
Tidiness
Sstematise
Seiso
*leaning
Sweep
Seiketsu
Standardisation
Standardise
Shitsuke
+iscipline
Self & +iscipline
P',,-. 1 & -/T""M"/S M-'T-* Places responsi2ilit for routine maintenance! such as cleaning! lu2ricating! and inspection! in the hands of operators 3 4ives 4ives operat operators ors great greater er owners ownership hip of their their e7uipme e7uipment nt 3 'ncrea 'ncreases ses operat operators ors88 %nowl %nowledg edgee of their e7uipm e7uipment ent 3 nsure nsuress e7uipme e7uipment nt is well well&cl &clean eaned ed and lu2ri lu2ricate cated d 3 'dentifies 'dentifies emergent emergent issues issues 2efore 2efore the the 2ecome failures failures 3 $rees $rees mainte maintenanc nancee personn personnel el for higher higher&l &level evel tas% tas%s s This pillar is geared towards developing operators to 2e a2le to ta%e care of small maintenance tas%s! thus freeing up the s%illed maintenance people to spend time on more value added activit and technical repairs The operators are responsi2le for up%eep of their e7uipment to prevent it from deteriorating
Polic 1 ; <
/ninterrupted operation of e7uipments $le:i2le operators to operate and maintain other e7uipments liminating the defects at source through active emploee participation Stepwise implementation of => activities
P',,-. & P,-+ M-'T-* Schedules maintenance tas%s 2ased on predicted and?or measured failure rates 't is aimed to have trou2le free machines and e7uipments producing defect free products for total customer satisfaction This 2rea%s maintenance down into < @families@ or groups which was defined earlier 1 Preventive Maintenance Area%down Maintenance ; *orrective Maintenance < Maintenance Prevention Bith Planned Maintenance we evolve our efforts from a reactive to a proactive method and use trained maintenance staff to help train the operators to 2etter maintain their e7uipment Polic 1 ; <
-chieve and sustain availa2ilit of machines "ptimum maintenance cost .educes spares inventor 'mprove relia2ilit and maintaina2ilit of machines
1 ; <
Cero e7uipment failure and 2rea% down 'mprove relia2ilit and maintaina2ilit 2 50 D .educe maintenance cost 2 0 D nsure availa2ilit of spares all the time
Target
P',,-. ; & E/-,'TF M-'T-* +esign error detection and prevention into production processes -ppl .oot *ause -nalsis to eliminate recurring sources of 7ualit defects 't is aimed towards customer delight through highest 7ualit through defect free manufacturing $ocus is on eliminating non&conformances in a sstematic manner! much li%e $ocused 'mprovement Be gain understanding of what parts of the e7uipment affect product 7ualit and 2egin to eliminate current 7ualit concerns! then move to potential 7ualit concerns Transition is from reactive to proactive (Eualit *ontrol to Eualit -ssurance) Polic 1 ; < 5 6
+efect free conditions and control of e7uipments EM activities to support 7ualit assurance $ocus of prevention of defects at source $ocus on po%a&o%e ( fool proof sstem ) 'n&line detection and segregation of defects ffective implementation of operator 7ualit assurance
+ata re7uirements Eualit defects are classified as customer end defects and in house defects $or customer&end data! we have to get data on
1 *ustomer end line reGection $ield complaints 'n&house! data include data related to products and data related to process
P',,-. < &$"*/SS+ 'MP."HMT @Iai@ means change! and @Cen@ means good ( for the 2etter ) Aasicall %ai#en is for small improvements! 2ut carried out on a continual 2asis and involve all people in the organi#ation Iai#en is opposite to 2ig spectacular innovations Iai#en re7uires no or little investment The principle 2ehind is that @a ver large num2er of small improvements are move effective in an organi#ational environment than a few improvements of large value This pillar is aimed at reducing losses in the wor%place that affect our efficiencies A using a detailed and thorough procedure we eliminate losses in a sstematic method using various Iai#en tools These activities are not limited to production areas and can 2e implemented in administrative areas as well Iai#en Polic 1 Practice concepts of #ero losses in ever sphere of activit relentless pursuit to achieve cost reduction targets in all resources ; .elentless pursuit to improve overall plant e7uipment effectiveness < :tensive use of PM analsis as a tool for eliminating losses 5 $ocus of eas handling of operators Iai#en Target -chieve and sustain #ero losses with respect to minor stops! measurement and adGustments! defects and unavoida2le downtimes 't also aims to achieve ;0D manufacturing cost reduction The o2Gective of TPM is ma:imi#ation of e7uipment effectiveness TPM aims at ma:imi#ation of machine utili#ation and not merel machine availa2ilit ma:imi#ation -s one of the pillars of TPM activities! Iai#en pursues efficient e7uipment! operator and material and energ utili#ation! that is e:tremes of productivit and aims at achieving su2stantial effects Iai#en activities tr to thoroughl eliminate 16 maGor losses 16 MaGor losses in an organisation 1 $ailure losses & Area%down loss Setup ? adGustment losses ; *utting 2lade loss < Start up loss 5 Minor stoppage ? 'dling loss 6 Speed loss & operating at low speeds J +efect ? rewor% loss K Scheduled downtime loss 9 Management loss 10 "perating motion loss 11 ,ine organi#ation loss 1 ,ogistic loss 1; Measurement and adGustment loss 1< nerg loss 15 +ie! Gig and tool 2rea%age loss 16 Field loss *lassification of losses -spect
Sporadic ,oss
*hronic ,oss
*ausation
*auses for this failure can 2e easil traced *ause&effect relationship is simple to trace
This loss cannot 2e easil identified and solved ven if various counter measures are applied
.emed
as to esta2lish a remedial measure
This tpe of losses are caused 2ecause of hidden defects in machine! e7uipment and methods
'mpact ? ,oss
- single loss can 2e costl
- single cause is rare & a com2ination of causes trends to 2e a rule
$re7uenc of occurrence
The fre7uenc of occurrence is low and occasional
The fre7uenc of loss is more
*orrective action
/suall the line personnel in the production can attend to this pro2lem
Specialists in process engineering! 7ualit assurance and maintenance people are re7uired
P',,-. 5 & -.,F E/'PMT M--4MT The fifth TPM pillar of arl Management uses the e:perience ga thered from previous maintenance improvement activities to ensure that new machiner reaches its optimal performance much earl than usual Bor%ing with a mriad of sta%e&holders including suppliers! the compan is a2le to hit the ground running with highl relia2le and productive e7uipment Such an approach has a positive impact on profita2ilit of the compan as maintenance costs are dramaticall reduced The productivit as well as output 7ualit of the machines is also guaranteed from the ver first da when the e7uipment is commissioned /sing the input from the people who use these machines on a dail 2asis! suppliers of the e7uipment can improve the maintaina2ilit and opera2ilit in the ne:t iteration of their products -mong the factors that should 2e considered when designing new e7uipment include ●
ase of cleaning and inspection ● ase of lu2rication ● -ccessi2ilit of e7uipment parts ● 'mproving opera2ilit of machines through ergonomicall placing controls in such a wa that the are comforta2le to use 2 operators ● Ma%ing it easier for changeover to ta%e place through simplification of procedures or eliminating the unnecessar ones ● $eed2ac% mechanisms that prevent out&of&spec situations as well as clear indications of the correct specifications for 7ualit products ● 'ncreased safet features Though the machines ma 2e designed and manufactured with all the a2ove considerations in mind! it is still possi2le that there will 2e 2ugs that will need to 2e removed 2efore full commissioning arl management is a sstem that addresses these concerns and uses input from the staff who will 2e using the e7uipment 2efore installation P',,-. 6 & T.-''4
$ill in %nowledge gaps necessar to achieve TPM goals -pplies to operators! maintenance personnel and managers 't is aimed to have multi&s%illed revitali#ed emploees whose morale is high and who has eager to come to wor% and perform all re7uired functions effectivel and independentl ducation is given to operators to upgrade their s%ill 't is not sufficient %now onl @Inow&>ow@ 2 the should also learn @Inow&wh@ A e:perience the gain! @Inow&>ow@ to overcome a pro2lem what to 2e done This the do without %nowing the root cause of the pro2lem and wh the are doing so >ence it 2ecome necessar to train them on %nowing @Inow&wh@ The emploees should 2e trained to achieve the four phases of s%ill The goal is to create a factor full of e:perts The different phase of s%ills are Phase 1 +o not %now Phase Inow the theor 2ut cannot do Phase ; *an do 2ut cannot teach Phase < *an do and also teach Polic 1 ; <
$ocus on improvement of %nowledge! s%ills and techni7ues *reating a training environment for self learning 2ased on felt needs Training curriculum ? tools ?assessment etc conductive to emploee revitali#ation Training to remove emploee fatigue and ma%e wor% enGoa2le
Target 1 -chieve and sustain downtime due to want men at #ero on critical machines -chieve and sustain #ero losses due to lac% of %nowledge ? s%ills ? techni7ues ; -im for 100 D participation in suggestion scheme P',,-. J & "$$'* TPM -ppl TPM techni7ues to administrative functions "ffice TPM should 2e started after activating four other pillars of TPM (=>! II! EM! PM) "ffice TPM must 2e followed to improve productivit! efficienc in the administrative functions and identif and eliminate losses This includes anal#ing processes and procedures towards increased office automation "ffice TPM addresses twelve maGor losses The are 1 Processing loss *ost loss including in areas such as procurement! accounts! mar%eting! sales leading to high inventories ; *ommunication loss < 'dle loss 5 Set&up loss 6 -ccurac loss J "ffice e7uipment 2rea%down K *ommunication channel 2rea%down! telephone and fa: lines 9 Time spent on retrieval of information 10 on availa2ilit of correct on line stoc% status 11 *ustomer complaints due to logistics 1 :penses on emergenc dispatches?purchases Io2etsu Iai#en topics for "ffice TPM 3 'nventor reduction 3 ,ead time reduction of critical processes 3 Motion L space losses 3 .etrieval time reduction
3 7uali#ing the wor% load 3 'mproving the office efficienc 2 eliminating the time loss on retrieval of information! 2 achieving #ero 2rea%down of office e7uipment li%e telephone and fa: lines "ffice TPM and its Aenefits 1. 'nvolvement of all people in support functions for focusing on 2etter plant performance 2. Aetter utili#ed wor% area 3. .educe repetitive wor% 4. .educed inventor levels in all parts of the suppl chain 5. .educed administrative costs 6. .educed inventor carring cost 7. .eduction in num2er of files 8. .eduction of overhead costs (to include cost of non&production?non capital e7uipment) 9. Productivit of people in support functions 10. .eduction in 2rea%down of office e7uipment 11. .eduction of customer complaints due to logistics 12. .eduction in e:penses due to emergenc dispatches?purchases 13. .educed manpower 14. *lean and pleasant wor% environment P E * + S M in "ffice TPM P & Production output lost due to want of material! Manpower productivit! Production output lost due to want of tools E & Mista%es in preparation of che7ues! 2ills! invoices! paroll! *ustomer returns?warrant attri2uta2le to A"Ps! .eGection?rewor% in A"Ps?Go2 wor%! "ffice area rewor% * & Auing cost?unit produced! *ost of logistics & in2ound?out2ound! *ost of carring inventor! *ost of communication! +emurrage costs + & ,ogistics losses (+ela in loading?unloading) 3 +ela in deliver due to an of the support functions 3 +ela in paments to suppliers 3 +ela in information S & Safet in material handling?stores?logistics! Safet of soft and hard data M & um2er of %ai#ens in office areas :tension of office TPM to suppliers and distri2utors This is essential! 2ut onl after we have done as much as possi2le internall Bith suppliers it will lead to on&time deliver! improved in&coming 7ualit and cost reduction Bith distri2utors it will lead to accurate demand generation! improved secondar distri2ution and reduction in damages during storage and handling 'n an case we will have to teach them 2ased on our e:perience and practice and highlight gaps in the sstem which affect 2oth sides 'n case of some of the larger companies! the have started to support clusters of suppliers P',,-. K & S-$TF! >-,T> -+ H'."MT Maintain a safe and health wor%ing environment Target 1 Cero accident! Cero health damage ; Cero fires
'n this area focus is on to create a safe wor%place and a surrounding area that is not damaged 2 our process or procedures This pillar will pla an active role in each of the other pillars on a regular 2asisliminates potential health and safet ris%s! resulting in a safer wor%place and Specificall targets the goal of an accident&free wor%place
