t e l k o o B M P T
Indian Oil Corporation Ltd
TPM TREE
TPM POLICY We are committed to Achiev hieving ing Zer Zero o abn abnorm ormali ality, ty, Zer Zero o br breakd eakdown, own, Zer Zero o Ac defect to achieve excellence in overall plant effectiveness (OPE). Inculc ulcati ating ng ana analyt lytica icall att attitu itude de and own ownersh ership ip to be Inc equipment and system competent and innovative.
PREFACE
The compet competit itiv ivee envi enviro ronme nment nt is thro throwi wing ng up many many mana managem gemen entt tool toolss for for perfo perform rmanc ancee excelle excellence. nce. TPM is very very well laid laid out, out, holist holistic ic approac approach h toward towardss contin continual ual improv improvemen ement. t. Guwa Guwaha hati ti Refi Refine nery ry is prac practi tici cing ng TPM TPM in true true spir spirit it and and maki making ng good good prog progre ress ss in its its implementation and bringing the cultural change. I am pleased with the progress made in all areas of the refinery and we must work with the same spirit and continue our efforts for sustaining and further improving in TPM implementation activities so that Guwahati refinery will be able to apply for TPM award from JIPM, Japan. This booklet on “Overview of Total productive Maintenance ” being released with a hope that every every empl employ oyee ee will will make make good good util utiliz izat atio ion n of this this book book and and becom becomee know knowled ledgea geabl blee in implementing TPM in right direction. I convey my good wishes to all Gangotrian and urge them to embrace TPM for better economic growth & prosperity of the organization and thereby of the individuals.
G. Bhanumurthy Executive Director
FORWARD
The business scenario across the world is going through a process of sea change, policies, practices and strategies are changing fast to cope with the situation. The Indian market scenario too has followed the global trend with the opening up of its economy and markets following deregulation. Thus the greatest challenge before the industry is to adapt to the new rules of the market quickly and effectively e ffectively in order to build up profitability. profitability. Making Making optimu optimum m use of the available available resour resources ces and opport opportuni unitie tiess as well well as acquiri acquiring ng a competitive edge has thus become the guiding mantra of the day. Companies are drawing business strategies to achieve customer delight by ensuring timely delivery of reliable products and services at highly competitive prices. Hence the focus is on supply of quality goods and services at prices which are competitive. This scenario has necessitated bench marking of our work with global best practices. It can be achieve achieved d by adapti adapting ng a time-t time-test ested ed philos philosoph ophy y, which which promis promises es total total elimi eliminat nation ion of all unnecessary costs associated with material, operations, maintenance time and minimization of all type of losses with total involvement of every employee of the organization. This philosophy is called Total Productive Maintenance (TPM) armed with Indian Oil’s Vision and Mission to become a transnational diversified energy company. Guwahati Refinery has embarked on the path of TPM to achieve its objective. Maki Making ng the the TPM TPM conce concept ptss clea clearr to all all empl employ oyee eess this this “Overvie Overview w on Total Produc Productive tive Maintenance ” booklet has been prepared which explains about the concepts of TPM, the 5S
practices and about the 8 pillars in brief. I hope this booklet will definitely make employees better understandable in adapting the concept of TPM. I wish all employees success in achieving our TPM goals
A C Mishra Deputy General Manager (Technical)
TOTAL TOT AL PRODUCTIVE MAINTENENCE MAI NTENENCE About TPM
TPM is a philosophy philosophy,, which brings results results when practiced. practiced. It achieves the optimum use of resources and obtains best results. It is more than just a 'tool'. It is a holistic productivity improvement system that drives the entire factory and work force. TPM implementation characterized by
High quality of products serving consistently without increasing high costs Excellent Corporate Culture Self maintained work place (by everyone) Elimination of losses related to man, material and method Makes impossible to possible. A miracle in factory management. Zero 'break down, zero defects - the key to higher efficiency of machine / equipment. Efficiency lies in spotting problems early and preventing losses of any kind Optimal life and availability of tool closer to work plac e Self-improvement Productivity in indirect department Optimum potential benefits of machines / equipments achieved by enough synchronization between various factors in an organization Driven by common sense, use of brain b rain at all levels. Simple approach triggering positive thoughts Deeper top down involvement & commitment Requires Focus, Focus & Focus Commitment, commitment & deeper commitment Communication, communication & repeated communication Hard work & involvement Motivates people to come together, builds team spirit with pride of ownership
WHY IT IS NECESSARY
Consider which of the following conditions exist in your o wn work place: Equipment conditions The equipment is generally very dirty The equipment leaks hydraulic fluid and lubricants Oil pans are overflowing People don't mind seeing dirt and grime piling up everywhere -they accept it as n ormal Motors get very hot or make strange noises Switches are covered with oil Large covers are sometimes used to protect certain machines, but their internal parts are not cleaned. Some parts rattle and vibrate The equipment is positioned to make access for routine maintenance checks difficult Oilcans are left empty and dirty Drains are clogged. Wires and pipes are left in chaotic configurations making it hard to see which one goes where
Area around equipment It takes a lot of time to clean up The floor is left dirty and slippery with oil There are a lot of useless items lying around Things are not kept in specified places Equipment operators Operators do not perform regular equipment checks; in fact, they do not even know how Operators do not know how to replace equipment parts or perform precision checks a n abnormality, abnormality, they call the maintenance staff without trying to When operators find an understand the problem. Operators do not regard breakdowns and defects as their own problems.
If any of these conditions exist in the works place, it is the time for a change. TPM will get rid of these conditions and ensure high productivity and quality. quality. TPM PARAMETERS
Effectiveness of TPM in industry is reflected by improvement P Q C D S M (Productivity enhancement, Quality improvement, Cost control, Delivery in time, Safety and Mora1e) Productivity enhancement is Increase in
Capacity utilization Value addition per employee Value added products Equipment effectiveness Plant availability
Reduce Quality give away of product Quality improvement Reduced off spec products Reduced customer complaints (internal & external) Reduced reprocessing Cost
Reduced maintenance cost Reduced input cost (Crude, catalyst, chemicals, utilities) Energy saying (power, steam, Fuel and water) Maximization of preheat
Delivery
On time delivery (Availability of products for marketing) Reduce product inventory
Zero accidents (major, minor, loss time & property damage)
Safety
Elimination of pollution incidents Meeting statutory environment requirement and attain improvement
Morale
Increased number of suggestions Increased frequency of small group activity Increased number of one-point lessons Increased number of kaizen activities
WHY TPM NEED OF TPM TPM involves everyone from top to bottom to make the organization efficient & effective with Lowest cost Zero waste and Excellent Quality with Zero accidents Zero breakdowns It guarantees improved results, visibly transforms the work place, raises the knowledge level and skill level of employees. It encourages Team spirit. OBJECTIVE To maximize overall equipment effectiveness through Total employee involvement. To improve the equipment Reliability and maintainability which will improve Quality and Productivity exp ertise among operating personnel. To cultivate the equipment related expertise To create an enthusiastic and lively work environment and culture. d epartments. To break the barrier between the departments. BENEFITS
TPM encompasses a powerful structural approach to chang e the mind set amongst people making a visible change in the work culture of the company.
Employees are motivated, committed and excited to achieve Zero defect products Zero breakdown of equipment Zero customer complaints Zero accidents Develops a highly positive and collaborative work culture. Increases empowerment and team spirit I can decide, I can do, I am empowered to do' Enhances reliability &flexibility of the plant Results in reduction in wastage and losses Enhances the profitability of the company
Brings proactive maintenance into force.
ABOUT TPM PRACTICES
TPM is practiced practiced by 8 pillars pillars and the various functions functions of management assigned into 8 pillars. pillars. Prior to the commencement of TPM practices the practice of 5S is instituted. 5’S’ 1 S Seiri (Sort out)
Eliminate cluster from the work place
Remove the unwanted items from the work place
Develop a clear policy for determining what can be discarded
Regularly throwaway unwanted items
2 S Seiton (Set in order)
A place for every thing and every thing in its place
Arrange everything in a way you can retrieve quickly and return them to their respective place quickly. quickly.
Frequently used items should be stored for easy retrieval
3 S Seiso (Shine) Everyone is a panther
Everyone should clean his/her own work area from the Executive Director to the lowest employee.
Everybody should take personal responsibilities for cleanliness
Clean daily
Allocate specific time for cleaning in the daily work schedule
4 S Seikatsu (Standardise)
Develop and maintain standard conditions in the work place
Decide when, by whom and how each item should be used
Standardise quantities for all items for storage and movement
Arrange tools and materials so that people can see at a glance where things are and how much is available
Use visual methods to indicate what is stored and where
5 S Shitsuke (Sustain)
Develop self discipline among all people
Teach people for good work place Identify bad practices and eliminate them
Make 5 S as part of daily routine Conduct 5 S audits
Reward teams for good 5 S discipline
8 PILLARS OF TPM
The 8 pillars of TPM are: 1. Auto Autono nomou mouss Mai Maint nten enanc ancee 2. Focus Focused ed Impr Improve oveme ment nt 3. Plan Planne ned d Maint Mainten enan ance ce 4. Qual Qualit ity y Maint Mainten enanc ancee 5. Earl Early y Mana Manage geme ment nt 6. Office TPM 7. Education &Training 8. Safet Safety y Healt Health h & Envir Environ onme ment nt Autonomous Maintenance is the maintenance activity performed by operators with the support of Maintenance. Focused Improvement is an activity by a multi-functional group focusing on specific problems. Planned Maintenance is the effective organization of the Maintenance function. It deals with the implementation of a good preventive maintenance / reliability centered maintenance program to meet the overall objectives of the Maintenance function. Quality Maintenance in process industry ensures quality of product by maintaining correct process conditions. For this, the equipment must function func tion optimally. optimally. Quality defects are prevented by checking and measuring equipment conditions periodically Early Management ensures quality and performance aspects are tak en care in the design stage. Office TPM brings improvements in the office areas. The Materials function is also covered under Office TPM. Education & Training establishes training systems to cater to the increasing growth of technology and skill requirements, to maximize the potential of each employee. Equipment competent people are developed. Safety, Health and an d Environment focuses on elimination of unsafe condition/unsafe Safety, action, zero accidents and zero pollution. PRINCIPLES OF PREVENTION Maintenance of Normal Conditions: To maintain normal operating conditions operators prevent deterioration by cleaning, checking, oiling and tightening the equipment on a daily basis.
Early discovery of abnormalities:
While performing the above activities, operators use their sense an d measurement tools to detect abnormalities as soon as they appear. Maintenance workers also conduct periodic diagnostic tests to check for abnormalities using specialized tools. Prompt response: Operators and maintenance staff respond immediately to abnormalities CLEANING THE EQUIPMENT MEANS: 1) Cleanin Cleaning g becom becomes es Inspect Inspection ion 2) Inspect Inspection ion reveal revealss abnorma abnormalit lities ies 3) Abnorma Abnormalit lities ies can can be restored restored or impr improved oved 4) Restoration Restoration and improvem improvement ent produce produce positi positive ve effects effects.. 5) Positive Positive effects effects lead to to pride pride in the the workplace. workplace. SEVEN ACTIONS TO REACH THE TARGET OF ZERO BREAKDOWNS. 1) Prevent Prevent accel accelera erated ted deteri deteriora oratio tion n 2) Mainta Maintain in basic basic equipm equipment ent condi conditio tion n 3) Mainta Maintain in opera operatin ting g condit condition ionss 4) Improv Improvee main mainten tenance ance qualit quality y 5) Take repair repair work beyond quick fix measures measures 6) Correc Correctt design design weaknes weaknesses ses 7) Learn as much much as possible possible from from each each breakdown breakdown.. TPM TERMINOLOGY KYE - Know Your Your Equipment It means, Knowing process parameters Basic maintenance Lubrication standards Surrounding area Inspection requirements
OPE- Overall Plant Effectiveness: OPE is the Overall Plant Effectiveness and take into account p lant availability, availability, production losses and quality rate of the yield. It is an important indicator to understand the economics of operation of a plant and identification of areas a reas of its improvement. Mathematically it is calculated as OPE = (Availability) (Availability) X (Performance Rate) X (Quality Rate) The following pictorial presentation correlates the various plant and produ ction factors and losses to arrive at OPE.
OPL-One Point Lesson: OPL is one of the part of Training and Education in which one lesson is covered at a time within small period. It is prepared on a sheet and discussed in small groups within 5-10 minutes. It can be prepared in the following three categories: 1. Basic Knowledge Sheet : Point that must be known 2. Trouble Case Sheet : Point that prevents the recurrence of troubles 3. Improvement Case Sheet : Point for improvement concept or method leading to positive results. It can be further described as a tool to communicate 1. Know Knowle ledge dge about about equ equipm ipmen entt 2. Cases Cases of prob problem lemss and and 3. Cases Cases of impr improv oveme ement ntss OPL objectives are 1. To raise raise the knowledge knowledge and skill in short short period period of of time time 2. To have knowledg knowledgee handy to be used used any time they they are are needed needed
3. To enco encour urag agee team team wor work k and and 4. To raise the level level of commitme commitment nt in the operator operator / technic technician ian
Sample of OPL sheet
Kaizen: “Kai” means change and “Zen” means good (for the better). Basically kaizen is for small impr improve ovemen ments ts.. Kaiz Kaizen en is carr carrie ied d out out on a cont contin inual ual basi basiss and and invol involves ves all all people people in the the organizati organization. on. Kaizen is opposite to big spectacular spectacular innovations. innovations. Kaizen requires requires no or little investment. The principle behind Kaizen is that a very large number of small improvements are more effective in an organizational environment than a few improvements of large value Kaizen 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.
Sample of Kaizen sheet
Autonomous Maintenance (Jishu Hozen) The Purpose of Autonomous Maintenance:
1) It brings brings production production and maintenance maintenance people people together together to accomplish accomplish a common common goal - to stabilize equipment conditions and accelerated d eterioration. 2) It designed designed to help operato operators rs learn more about about how their their equipm equipment ent functio functions, ns, what common problems can occur -and why and how these problems can be prevented by early detection and treatment of abnormal conditions. 3) It prepares prepares operators operators to be active active partners partners with maintena maintenance nce and engineering engineering personnel personnel in improving the over all performance and reliability of equipment. Some of The Skills Operators Need:
I - 1) The ability to detect, correct, and prevent equipment abnormalities and make improvements that included understanding the importance of proper lubrication correct lubrication methods and methods for checking lubrication. I - 2) Cleaning (inspection) and proper cleaning methods I - 3) Improving operation and maintenance procedures to prevent abnormalities and facilitate their prompt detection. II - 1) The ability to understand equipment functions and mechanisms and the ability to detect causes of abnormalities.
II - 2) Knowing what to look for when checking mechanisms. II - 3) Understanding the relation between special causes and abnormalities. III-1) The ability to understand the relationship between equipment and quality. quality. III-2) Knowing how to conduct a physical analysis of a problem. III-3) Understanding the causes of breakdowns. Implementing Autonomous Maintenance In Seven Steps
-
Autonomous Autonomous Maintenance Maintenance training training takes a step-by-ste step-by-step p approach approach making sure each key skill is thoroughly learned before going on to next.
-
Autonomous maintenance is implemented with the following preliminary step (0) and seven Jishu Hozen Development steps.
Step 0: Preliminary Step Step 1: Conduct Initial Cleaning and inspection Step 2: Eliminate sources of contamination and inaccessible places Step 3: Establish cleaning, inspection and lubrication standards Step Step 4: Conduct general equipment equipment inspection inspection [Inspection [Inspection training training and develop develop inspection inspection procedure] Step 5: Perform general process inspection Step 6: Systematic autonomous maintenance (Organise and manage the workplace) Step 7: Practice full self-management (Advanced improvement activities) Step 0: Know Your Your Equipment
1) This step step is an important important one in which we can recognise recognise why why TPM is necessar necessary y thorough thorough understanding of forced deterioration. 2) Before Before getting getting down to the actual actual developme development nt steps consider considerati ation on should should be given for predicted accidents and safety education should be completed. 3)
Listing Listing up all the predicable predicable unsafe unsafe actions actions an unsafe unsafe conditions conditions and the counter counter measure measure for each predictable accident should be completed through the initial clean up.
4) Draw a sample sample illustrati illustration on of equipment equipment to identify identify its mechanism mechanism and to understand understand the types of possible trouble Step 1: Initial Cleaning: 1. Thoroughl Thoroughly y remove remove dust dust and and contam contaminant inantss from equipment equipment.. 2. Use all our senses senses to detect detect loose loosenes nesss and vibrati vibration on wears misali misalignme gnment, nt, abnorma abnormall noise, noise, overheating and oil leaks, etc
3. Initia Initiall cleani cleaning ng expose hidden hidden abnorma abnormalit lities ies & also also valuabl valuablee for underst understand anding ing how various parts functions. 4. Find Find the source sourcess of contam contamina inatio tion: n: If the equipment becomes dirty soon after cleaning, look for the source of contamination.
5. Correc Correctt proble problems ms whene whenever ver poss possibl ible: e: When an operator finds an abnormality and tags its location. The team then needs to figure out which abnormalities they can correct themselves and which must be looked into by a maintenance group and they should set a dead line for correcting each one however, team should take care of as many as possible by themselves. Step 2: Eliminate Contamination Sources And Inaccessible Aeas
1. In this step step the teams make cleanin cleaning g and inspect inspecting ing easier easier by control controllin ling g the sources of duct and grime and other forms of contamination they found during initial cleaning. 2. Cont Contro roll the sou sourc rces es of of duct duct.. 3. Make cleani cleaning ng and and inspect inspection ion easi easier er.. 4. Stop Stop conta contamin minati ation on at at its its sour source. ce. 5. Impr Improve ove access accessib ibil ilit ity y of area areass that that hard hard to clea clean n and and lubr lubric icat ate. e. Revi Review ew time time required for cleaning and lubrication. 6. In this step step Kaizen Kaizen (Improvemen (Improvement) t) are made made by the operator operator himself himself or herself. herself. 7. Prepare Prepare tentative tentative standard standardss for cleaning cleaning and oiling oiling based based on improvement improvement cases. cases. Step 3: Establish Cleaning Inspection & Lubrication Standards
1. This step step aims at enhancing enhancing equipment equipment reliabilit reliability y and maintainab maintainabilit ility y. 2. Prepare Prepare an action action standard standard for cleaning cleaning inspecting inspecting and lubricati lubrication on like inspection inspection item item,, anti antici cipat pated ed probl problem em if abno abnorm rmal al,, meth method, od, tool tools, s, time time inter interval vals, s, and responsibility. 3. Intr Introdu oduce ce visu visual al insp inspect ectio ion n to make make check checkin ing g work work effi effici cien entl tly y and and corr correc ectl tly y perform by anybody. 4. Set clear clear cleaning cleaning standa standard, rd, lubrica lubricatio tion n and inspect inspection ion standar standards. ds. This can be easily maintained over short inspection time allowed for daily, periodic work must be clearly specified. Visual Controls
-
Equipment name, no., and make.
-
Put match marks on nuts and bolts
-
Indicate ranges in instruments (acceptable)
-
Lubricating oil levels, pipes, and quantity.
-
Direction of rotation, v-belts and coupling.
-
Pipes flow direction
-
On / off indication on valves and switches.
Step 4: Perform General Equipment Inspection
To enhance the operator must be knowledgeable and confident about the equipment.
Developing equipment competent operators:
1.
Develop the operator should be able to do minor servicing and immediately recognize the equipment abnormal
2.
Develop the operator alert i.e. .e. human uman sensor operators.
3.
Deve Develo lop p the the oper operat ator or must ust lea learrn abo about ut all all as aspect pectss of of the theiir equ equiipmen pmentt suc such h as equipment function, construction, and operating p rinciples.
Preparation for General Inspection Training: 1. Prepar Preparee Gener General al Inspect Inspection ion items, items, such such as pumps, pumps, valves, valves, etc. etc. 2. Basic Basic funct function ional al element elementss such such as nuts, nuts, bolts, bolts, lubr lubrica icatio tion n system, system, drive drive syste system, m, electrical system and instrument, etc. 3. Prep Prepar aree gene genera rall insp inspec ecti tion on manu manual alss shou should ld list list out out and and desc descri ribe be the basi basicc functi function on and struct structure ure of the equipmen equipmentt should should be inspect inspected. ed. Its function function failur failures, es, inspect inspection ion procedu procedure re and action action to take when when abnorm abnormali alitie tiess are discovered. 4. Hands Hands in in train trainin ing g in correc correctt tighte tighteni ning ng of nuts, nuts, bolt bolts, s, and and proper proper inse insert rtin ing g of gland packing. Implementation of General Inspection
1.
All All the the memb member erss to be trai traine ned d by by rel relay teac teachi hing ng meth method od.. Mai Maint nten enan ance ce staf staff f -> Team leader -> Team member
2.
Relay tea teaching in the form of hands on exp experience not class room instructions.
3.
Then ev evaluate in individ vidual ski skills in rel relation to the the gen general ins inspect ection and and provide further training as needed.
4.
Audit all the general inspection items to check for improvement in equipment reliability. reliability.
Step 5: Perform Process General Inspection
To improve operator skill to ensure process competent operator and improve operation reliability. To improve stability and safety of the entire process by operating correctly. 1. Educate the operator operator correct operation operation of process and trouble trouble shootin shooting. g. 2. Teach the relatio relationsh nship ip between between physic physical al properti properties es of materi material al and parts parts to be processed. 3. Teach how the the process process takes takes place place from the material material into product product.. 4. Prepare Prepare general general inspection inspection and trouble trouble shooting shooting manual manual 5. Prepar Preparee mater material ial and ener energy gy bala balance nce 6. Prep Prepar aree oneone-poi point nt les lesso son n 7. Prepare Prepare basic basic chemical chemical engineer engineering ing lessons lessons sheets. sheets.
Implementing process inspection 1. Educate Educate throug through h relay relay teaching teaching method method Producti Production on staff staff --> Group leader leader --> Team member 2. Provide Provide on job job training training on correct correct adjusting adjusting and controllin controlling g method. 3. Assess Assess operator operator skills skills by individual individual tests tests and follow follow up training training where necessar necessary y. Step 6: Standardize Autonomous Maintenance In this step new inspection items added as a result of the general process inspection performed in the 5th step.
1. The new standard standard procedur proceduree not conflic conflictt with with provis provision ional al inspecti inspection on items that influence product quality. quality. 2. No insp inspecti ection on shoul should d not not be omit omitted. ted. 3. The manuals manuals and other other standard standardss to be updated updated using using inform informati ation on gathered gathered not only from the autonomous maintenance maintenance activity activity but also from quality quality assurance assurance and breakdown analysis activity. activity. 4. Esta Establ blis ish h a syst system em of self self-m -man anage agemen mentt for for work work place place spares spares,, tool tools, s, work work in progress, finished products, data, etc. 5. Establ Establish ish a qualit quality y mainte maintenanc nancee system system.. 6. Select Select planned planned maintenance maintenance equipment equipment through through equipme equipment nt evaluation evaluation.. 7. Prepare Prepare allocatio allocation n responsib responsibility ility for process process and maintena maintenance. nce. 8. Standardize Standardize various various workpla workplace ce regulations regulations.. Improve Improve work effectiv effectiveness, eness, product product quality and the safety of the environment. 9. Collec Collecti ting ng and record recording ing data 10. Implement visual control system through the work place. Step 7: Practice Full Self-Management
1. Develop Develop company company goals goals engage engage in continuous continuous improvem improvement ent activit activities. ies. 2. Improve Improve equipment equipment based on on careful careful recording recording and regular regular analys analysis is of MTBF MTBF.. 3. Increa Increase se awarenes awarenesss of managemen managementt object objective ivess and make everyone everyone thorough thoroughly ly loss consciousness (including maintenance cost). 4. Continue Continue with with improvemen improvementt to facilitate facilitate ease of inspection inspection 5. Involv Involvee with with mainten maintenance ance in gatheri gathering ng and analyzi analyzing ng stati statisti stics, cs, oil and grease grease usage, quality defect and breakdown data, etc. 6. Improv Improvee equipme equipment nt further further by keeping keeping accurate accurate maintenan maintenance ce record recordss (MTBF (MTBF,, MTTR) and analyze the data in them. 7. Operat Operators ors should should make a habit habit of thinki thinking ng analytic analyticall ally y in dealing dealing with with qualit quality y problem. 8. Decide Decide when when by whom whom and and how can can each each item item to be used. used. 9. Arrang Arrangee item so that that people people can see at a glance glance where where things things are are and how they they should be used.
Focused Improvement (Kobetsu Kaizen) Focused Improvement is an activity by a multi-functional group, focusing on specific probl problems ems.. Focuse Focused d improv improvemen ementt aims aims at maximi maximizin zing g the overall overall effec effectiv tivenes enesss of equipm equipment ent,, proces processes ses and plants plants throug through h elimi eliminat nation ion of losses losses and improv improvemen ementt in performance. As people get bogged down in routine activities and problems, there is no focus on solving difficult problems. As a result loss and waste continue to build up. A multi funct functiona ionall Focuse Focused d improv improvemen ementt circle circle helps helps to captur capturee focus focus and thrash thrash out the problem. Focused Improvement in practice
The improvement teams should prepare in the following ways:
Understand fully the significance of losses
Understand the production process including its basic theoretical principles.
Gather data on failures, trouble and losses and plot these over time
Clarify the basic conditions necessary to assure proper functioning of equipment and define clearly what factors contribute to its optimal state.
Understand the necessary techniques for analyzing and reducing failures and losses.
Observe the workplace closer to discover what is actually happening.
Step by step procedure for Focused Improvement Step 0: Select improvement topic
1. Selec electt topi opic 2. Form team 3. Plan Plan acti activi viti ties es Step l: Understand situation
1. Identi Identify fy bottle bottlenec neck k proc process esses es 2. Measure Measure fail failures ures,, defect defectss and other other losses losses 3. Use Use basel baselin ines es to to set set targ target etss Step 2: Expose and eliminate abnormalities 1. Painst Painstaki akingl ngly y expose expose all abnor abnormal maliti ities es 2. Restor Restoree deterior deteriorati ation on and correc correctt minor minor flaws flaws 3. Establ Establish ish basi basicc equipme equipment nt condit condition ionss Step 3: Analyse causes 1. Stratif Stratify y and analys analysee loss losses es 2. Apply analytical analytical techni techniques ques (PM (PM analysis analysis,, FTA, FTA, etc) etc) 3. Employ Employ specific specific technology technology,, fabricate fabricate prototypes prototypes,, conduct experiments experiments Step 4: Plan Improvement 1. Draft Draft improveme improvement nt proposals proposals and prepar preparee drawings drawings 2. Compare Compare cost effecti effectiveness veness of alternate alternate proposals proposals and compil compilee budget
3. Consider Consider possi possible ble harmful harmful effec effects ts and disadva disadvantages ntages Step 5: Implement improvement 1. Carr Carryo yout ut impr improve oveme ment nt plan plan 2. Practice Practice early early management management (perform (perform test test operatio operation n and formal formal acceptance) acceptance) 3. Provide Provide instruct instruction ion on improved improved equipment, equipment, operatin operating g methods, methods, etc Step 6: Check Results 1. Evaluate Evaluate results results with time as as improvemen improvementt project project proceed proceedss 2. Check Check whethe whetherr targe targets ts have have been been achiev achieved ed 3. If not, not, begin begin again again from from Step Step 3 (analys (analysee causes) causes) Step 7: Consolidate gains 1. Draw Draw up control control standa standards rds to to sustain sustain resul results ts 2. Formul Formulate ate work work stan standar dards ds and and manual manualss 3. Feed informatio information n back to mainten maintenance ance preventi prevention on program program
Planned Maintenance: Planned Maintenance is the specialized maintenance carried out by the Maintenance department. Planned Maintenance needs the support of the Autonomous Maintenance by manufacturing department. The goals goals of Planned Planned Mainte Maintenanc nancee are to elimin eliminate ate equipme equipment nt failur failures es and process process problems and minimize losses. An efficient Planned Maintenance program combines Time Based Maintenance (TBM), Condition Condition Based Maintenance Maintenance (CBM) and Breakdown Breakdown Maintenance Maintenance (BM) as rationally rationally as possible. Proced Procedure uress that that are requir required ed for the Planne Planned d Mainte Maintenanc nancee progra program m are Reliab Reliabili ility ty Centered Maintenance- (RCM), Failure Mode and Effect Analysis (FMEA), Root Cause Failure Analysis (RCFA) etc Steps in practicing Planned Maintenance Step 1: Evaluate equipment and understand situation
1. Prepar Preparee and and update update equipm equipment ent logs logs 2. Evalua Evaluate te equipmen equipmentt - establi establish sh evaluat evaluation ion criter criteria, ia, prioriti prioritize ze equipme equipment nt and select PM equipment and components 3. Defin Definee fail failur uree rank rankss 4. Understand Understand situation situation:: measure measure number, number, frequency frequency and severity severity of failures failures and minor stops: MTBFs; maintenance costs, breakdown maintenance rates etc 5. Set mainten maintenance ance goals goals (indicators (indicators,, methods methods of measuri measuring ng results) results) Step 2: Reverse deterioration and correct weakness
1. Esta Establ blis ish h basic basic condi conditi tion ons, s, rever reverse se deter deterio iora rati tion on and aboli abolish sh envi enviro ronme nment ntss causing accelerated deterioration (support autonomous maintenance) 2. Conduct Conduct focused focused improv improveme ement nt activitie activitiess to correct correct weakness weaknesses es and extend extend life life times 3. Take measures measures to prevent prevent identical identical or similar similar major major failures failures from occurri occurring ng
4. Introduce Introduce improvement improvementss to to reduce reduce process process failure failuress Step 3: Build an information management system
1. Build Build a fail failure ure data data mana manageme gement nt syste system m 2. Build Build an equipment equipment mainten maintenance ance manageme management nt syste system m (machi (machine ne history history control, control, maintenance planning, inspection planning, etc) 3. Build Build an equipme equipment nt budget budget manag managemen ementt syste system m 4. Build system systemss for controll controlling ing spare spare parts, drawi drawings, ngs, technical technical data, data, etc Step 4: Build a periodic maintenance system
1. Prepare Prepare for periodic periodic mainten maintenance ance (control (control standby standby units, units, spare parts, parts, measuri measuring ng instruments, lubricants, drawings, technical data, etc) 2. Prepare Prepare periodi periodicc mainten maintenance ance system system flow diagram diagram 3. Select Select equipment equipment and components components to be maintained maintained and and formulate formulate a maintenance maintenance plan 4. Prepar Preparee or update update standa standards rds (materia (materials ls standa standards rds,, work work standa standards rds,, inspect inspection ion standards, acceptance standards, etc) 5. Impr mprove ove shut shutdo down wn subcontracted work.
mai mainten ntenan ance ce
effi effici cien ency cy
and and
stren trengt gthe hen n
cont contro roll
of
Step 5: Build a predictive maintenance system
1. Intr Introdu oduce ce equi equipme pment nt diagn diagnos osti tics cs (tra (train in diag diagnos nosti tici cian ans, s, purc purcha hase se diagn diagnos osti ticc equipment, etc) 2. Prepare Prepare predicti predictive ve mainten maintenance ance system system flow diagram diagram 3. Sele Select ct equi equipm pmen entt and and comp compon onen ents ts for for pred predic icti tive ve main mainte tena nanc ncee and and exte extend nd gradually 4. Develop Develop diagno diagnosti sticc equipmen equipmentt and technol technology ogy Step 6: Evaluate the planned maintenance system
1. Evalua Evaluate te the the planned planned main mainten tenance ance sys system tem 2. Eval Evaluat uatee reli reliab abil ilit ity y impr improve oveme ment nt:: number number of fail failure uress and and minor minor stops, MTBF, failure frequency, etc 3. Evalua Evaluate te mainta maintainab inabili ility ty impro improveme vement: nt: periodic periodic mainte maintenanc nancee rate, rate, predictive maintenance rate, MTIR etc 4. Eval Evalua uate te cost cost savi saving ngs: s: decr decrea ease se in main mainte tena nanc ncee expe expend ndit itur ures es,, improvement in distribution of maintenance funds
Early Management: Early Management is a procedure to critically review an equipment or process at the design stage itself. Optimising life cycle costs, trouble free plant commissioning after construction, maintenance prevention and trouble free process performance are achieved by Early Management practices. The life cycle cost of an equipment or system is its total cost during the whole of its life. It is the sum of the direct, indirect, recurring, nonrecurring and other related costs during the design, development, construction, operation, and maintenance. Life cycle costing is a systematic decision making technique that incorporates life-cycle
cost as a parameter at the design stage, performing all possible trade offs to ensure an economic life-cycle cost for the equipment or system. Mainte Maintenanc nancee Prevent Prevention ion design design activi activity ty minimi minimizes zes future future mainte maintenanc nancee costs costs and deterio deteriorat ration ion losses losses of new equipme equipment nt by taking taking into into accoun accountt mainten maintenance ance data on curr curren entt equi equipm pmen entt & the the new new tech techno nolo logy gy and and desi design gniing for for high high reli reliab abil ilit ity y, maintainability, maintainability, operability and safety. safety. Steps in practicing Early Maintenance Step 1: Investigate and analyze the existing situation
1. Plot the current current develop development ment management management work work flow 2. Identi Identify fy proble problems ms in the flow flow 3. Clarif Clarify y the mechanism mechanismss employed employed to prevent prevent predicte predicted d problems problems at each commissioning stage. 4. Establ Establish ish what problems problems occurre occurred d during during pilot pilot produc productio tion, n, test operation operation and full-scale startup and what corrective actions were tak en. 5. Identify Identify any delays delays that that occurred occurred during during pilot pilot production, production, test test operation operation and full-scale start up. 6. Collec Collectt the availab available le informat information ion pertain pertaining ing to design designing ing equipme equipment nt and systems with high levels of usability, manufacturability, ease of quality assurance, maintainability, reliability and safety. safety. Step 2: Build an improved Early Management system
1. Inves Investi tiga gate te and and outl outlin inee the the basi basicc stru struct ctur uree of the the Earl Early y Manag Manageme ement nt syst system em required and define its scope of application. 2. Invest Investiga igate te and establi establish sh a syste system m for accumul accumulati ating ng and using using the informa informatio tion n required for Early Management. 3. Desig Design n or revise revise the standar standards ds and forms forms needed needed for operati operating ng the systems systems in 1 and 2. Step 3: Debug the new system and provide training
Initiate model projects to enhance the system and improve everyone's performance. Select enough topics for designers to experience the new system and ensure that the topics are within the designers' capabilities. 1. Evolve the the activities activities step-b step-by-ste y-step p for Early Early management management phase and and each topic. topic. 2. At the same same time, time, train train people in in the standard standard techniq techniques ues required required to impleme implement nt the new system. 3. At each step, step, evaluate evaluate the new system system in terms terms of how well well people people understand understand it, it, how skillfully they use the techniques, how well the fe ed back works and so on. 4. Use Use the the resul results ts of this this evalu evaluat atio ion n to augmen augmentt or modify modify the syste system m and the various standards and documents.
5. Documents Documents the benefit benefitss gained gained by using the syste system. m. Step 4: Apply the new system comprehensively
1. Expand the scope scope of application application of new system system to all all areas. areas. 2. Optimi Optimize ze life cycle cycle costing costing and enhance enhance the use of informa informatio tion n in Mainten Maintenance ance Prevention design. 3. Ident Identif ify y prob problem lemss that that occur occur at each each Earl Early y Mana Managem gemen entt stage stage when the new system is followed. Rectify the problems at the early stages and try to achieve vertical start up.
Quality Maintenance: This is a practice practice to ensure ensure quality quality through reliable reliable processes and equipment. equipment. Off-spec Off-spec products and re-processing are eliminated, by analyzing processes and e quipment. Quality Maintenance consists of activities that establish equipment conditions that do not produce quality defects, with a goal of maintaining equipment in perfect condition for producing quality products. Quality defects are prevented by checking and measuring equipment conditions periodically and verifying that the measured values lie within the specif specified ied range. range. Potent Potential ial qualit quality y defects defects are predict predicted ed by measur measuring ing trends trends in the measured values and prevented by taking measures in advance. Rather than controlling results by inspecting product and acting against defects that have alrea already dy occur occurre red, d, Qual Qualit ity y Main Mainten tenan ance ce aims aims to preve prevent nt defe defect ctss from from occur occurri ring ng altogether altogether.. This is accomplishe accomplished d by identifyi identifying ng checkpoints checkpoints for process process and equipment equipment conditions that affect quality, measuring these periodically and taking a ppropriate action. A Quality Maintenance program builds upon gains achieved through fundamental TPM activities such as autonomous maintenance, focused improvement, planned maintenance and operations and maintenance skill training. Elimination of accelerated deterioration, elim elimin inat atio ion n of proce process ss prob proble lems ms and and devel develop opme ment nt of comp compet eten entt opera operato tors rs are are prerequisites for a successful quality maintenance program. Steps in practicing Quality Maintenance Step 1: Prepare QA matrix
1. Check Check Qualit Quality y char charact acteri eristi stics cs 2. Investigate Investigate defect mode and and sub process process where where defect defect occurs occurs 3. Asses Asses seri seriou ousnes snesss of defect defect mode Step 2: Prepare production - input condition analysis table
1. Check deficienc deficiencies ies in in production production - input input conditio conditions ns for each each defect defect mode in in each sub process 2. Check whether whether standar standards ds exist and are are being being followed followed Step 3: Prepare problem chart
1. Analyze Analyze production production - input conditi conditions ons for problems problems in each each sub process process 2. Act prompt promptly ly against against problem problemss that can be tackled tackled on the spot. Carefu Carefully lly work work out countermeasures for problems that cannot be dealt with immediately
3. Stratify Stratify defect defect modes, modes, devise investiga investigation tion techniques techniques and and plan countermeasu countermeasures res Step 4: Evaluate seriousness of problems (FMEA 1)
This step directs the equipment improvement effort 1. Prioriti Prioritize ze problems problems by assess assessing ing their their impact on the quality quality defect defect mode 2. Decide Decide on the the asses assessme sment nt scale scale in in advance advance Step 5: Use PM analysis to track down causes of problems
1. For For the the most most seri seriou ouss prob proble lems ms in the the prec preced ediing ste step, anal analyz yzee the the actu actual al phenomena 2. Investigate Investigate using using technique techniquess such as PM analys analysis is and propose propose counter counter measures measures Step 6: Assess impact of the countermeasures taken (FMEA 2)
1. Perform Perform a preliminar preliminary y evaluation evaluation of the post-im post-improvemen provementt situation situation using using FMEA Step 7: Implement improvements Step 8: Review production - input conditions
1. Review production production - input conditi conditions ons identif identified ied in step 2 2. Check whether whether the the production production - input condit conditions ions are are appropriate appropriate and and correct correct Step 9: Consolidate and confirm checkpoints
1. Use the the results results of of step step 8 to summaries summaries the inspecti inspection on items items 2. Prepar Preparee a quality quality check check matr matrix ix Step 10: Prepare a quality component control table and assure quality through strict condition control
1. Standa Standards rds must must be be numeric numerical al and and observa observable ble
Office TPM: Office TPM brings improvements in the office areas. The Materials function is also covered under Office TPM. In Office TPM, the office is oriented to provide excellent supp suppor ortt for for opera operati tion ons. s. Offi Office ce syst system emss are are effe effect ctive ively ly orga organi nized zed.. Wasta astages ges are are eliminated. . The The Offi Office ce TPM TPM invo involve lvess the the prac practi tice ce of Admi Admini nist stra rati tive ve Focu Focuse sed d Impr Improve ovemen ment, t, Administrative Autonomous Maintenance and Performance measurement. Administrative Focused Improvement
1. Clar Clarif ify y the the subj subjec ectt 2. Identi Identify fy relati relations onship hipss and isolate isolate proble problems ms 3. Identi Identify fy and and priorit prioritize ize impro improveme vement nt topics topics 4. Formul Formulate ate basi basicc improve improvemen mentt concep conceptt 5. Impl Impleme ement nt impr improv oveme ement nt Administrative Autonomous Maintenance The Administrative AM are practices for bringing improvements in the Administrative Function as well as Administrative Environment. 1. Do init initial ial cleanin cleaning g and stockt stocktaki aking ng Eliminate unneeded items and remove dust and dirt
2.
3.
4.
5. 6.
7.
Rearrange office equipment for better efficiency Review workflow Review filing and storage Identi Identify fy and addres addresss prob problem lemss Look for hidden, unnoticed and overlooked faults Look for losses Tackle problems with organizing, retrieval r etrieval and using filed data Tackle ackle contami contaminat nation ion source sourcess Eliminate sources of dirt, dust trash and losses Make hard to inspect places more accessible Prepar Preparee standa standards rds and manual manualss Formulate action standards that support systematic cleaning, checking and loss prevention. Formulate effective filing system Educ Educat atee and and trai train n Perf Perfor orm m genera generall inspec inspecti tion on Use formulated checking standards and carryout inspection Enhance visual control Establ Establish ish full full self-m self-manag anageme ement nt Maintain and control Standardize and institutionalize improvements
Performance measurement Cost effectiveness
Cost reduction in consumables, inventory, inventory, communication, transportation etc
Reduction in processing time
Functional efficiency
Effective Utilization of facilities Quality improvement
Effective utilization of HR
Creativity Environmental improvements done Workplace activities Employee morale Checklist for Office TPM - AM individual al rooms, rooms, common common areas, areas, and conference conference rooms, canteen, canteen, Applies to all areas - individu reception and materials management areas. 1. Is there there any clutter clutter / unwante unwanted d materials materials,, lying lying in the the office? office? 2. Are ther theree loose loose paper paperss witho without ut filin filing? g? 3. Are the the files files labele labeled, d, indexed indexed and neatly neatly arranged arranged?? 4. Is the the retriev retrieval al time time for for files files below below 30 secon seconds? ds? 5. Is the retrieval retrieval time time for for filed paper / documents documents less than 1 minute? minute? 6. Is the the table, table, office office equipmen equipmentt free free of dust / dirt? dirt? 7. Are Are the the tabl tablee draw drawer ers, s, cupb cupboa oard rdss neat neatly ly arra arrang nged ed?? Do they they cont contai ain n any any unwa unwant nted ed material?
8. Are the window windows, s, curtains, curtains, sills, sills, shelves shelves,, corners, corners, grills and and concealed concealed places places clean? clean? 9. Has Visual Visual Managemen Managementt been done in the office? office? Are the location locationss of important important things things clearly designated? 10. Is there any any wasteful movement of things things in the office? 11. Are there any activities activities that do not add value and can be eliminated? eliminated? 12. Are there any any obstructions obstructions to movement movement in the the office? 13. Can the arrangement of furniture / equipment equipment be improved improved to get better office space? 14. Are there any any potential safety hazards in the office? 15. Is the personal personal computer computer maintained maintained well? well? 16. Are the photocopi photocopiers ers maintained maintained well? well? 17. Is the communication equipment maintained maintained well? well? 18. Are the electrical electrical fitting fittingss in proper order? order? 19. Are the the floors floors clean? clean? 20. Is there any any rodent / insect menace menace in the office? 21. Are conference rooms convenient? Are there any improvements improvements needed? 22. Are the canteens canteens and kitchens kitchens kept kept clean? 23. Are there there flies flies in the cantee canteen? n? 24. Do the canteens canteens / tearooms tearooms have have bad odor? odor?
Education & Training: Educat Education ion & Train Training ing pillar pillar establ establish ishes es educat education ion and traini training ng syste system m design designed ed to maximize potential of employees. Multi skilled employees, uniformity of work practices, zero accidents & zero breakdowns can be achieved. Educating & Training programs are made to systematically give both theoretical and practical training, so the Equipment-Competent Operators and Equipment-Competent Maintenance Personnel are developed. Steps to develop Operating and Maintenance skills 1. Evaluate the current training program and set policy and priority strategies. 2. Design a program for improving operating and maintenance skills 3. Implement operating and maintenance skills training 4. Design and develop a skill development system 5. Foster an environment that encourages self-development 6. Evaluate the activities and plan for the future.
Safety Health & Environme Environment: nt: Safety, Health and Environment has procedures focused on equipment processes and people, towards achieving zero accident and zero health hazards. To elim elimin inat atee acci acciden dents ts and and pollu polluti tion on,, speci specifi ficc steps steps are are take taken n to stren strengt gthe hen n the the organization and management of both people and equipment. Employees are made safety conscious and equipment is attended to eliminate potential safety hazards. A company wide management system that can support, promote and direct the creation
of safe, pollution free, hospitable workplaces have to be put in place. Steps to eliminate accidents and pollution Steps 1-3: Establish basic safety requirement Step 1: As part of initial cleaning, detect and correct any problems that might affect safety or the environment. Step 2: Sources of contamination are a threat to safety and pollution. Eliminate sources of contamination and work towards achieving "Zero Leak". Step 3: Include key safety procedures in cleaning and inspection standards. Steps 4-5: Develop equipment and Process competent people
The more people know of their equipment and processes, the more safely they can work. Link safety education & training to skills training through the use of accident case studies. The number of accidents rises in proportion to the number of miner stoppages; so attack accidents and problems by enhancing condition monitoring of equipment and plant. Steps 6-7: Consolidation
Take each step in turn, without rushing or omitting anything, until everyone becomes confident and knowledgeable knowle dgeable about safety.
Conclusion: TPM in refinery will bring a radical change in work culture, increased efficiency, and speed speed of proces processi sing ng and ultima ultimatel tely y impro improve ve the morale morale & commit commitmen mentt of the employees resulting resulting in higher profitability. profitability.
