Implementation Of Total Productive Maintenance (TPM)

International Journal of Scientific & Engineering Research, Volume 6, Issue 12, December-2015ISSN 2229-5518demoralized employees). This 5S implementation has to becarried out in phased manner. First the current situation of theworkplace has to be studied by conducting a 5S audit. Thisaudit uses check sheets to evaluate the current situation. Thischeck sheet consists of various parameters to be rated say on a5-point basis for each ‘S’. The ratings give the currentsituation. The each of the above-mentioned 5S isimplemented and audit is conducted at regular intervals tomonitor the progress and evaluate the success ofimplementation. After the completion of implementation of5S random audits could be conducted using company checksheets to ensure that it is observed in true spirits by every onein the work place. Table 1 depicts the key activities to beholistically deployed for effective 5S implementation at theworkplace.Pillar 2- Autonomous maintenance (AM): This pillar isgeared towards developing operators to be able to take care ofsmall maintenance tasks, thus freeing up the skilledmaintenance people to spend time on more value addedactivity and technical repairs. The operators are responsiblefor upkeep of their equipment to prevent it from deteriorating.By use of this pillar, the aim is to maintain the machine in newcondition. The activities involved are very simple nature. Thisincludes cleaning, lubricating, visual inspection, tightening ofloosened bolts etc. AM policy are-uninterrupted operation ofequipments, flexible operators to operate and maintain TotalProductive Maintenance: A Case Study in ManufacturingIndustry Global Journal of Researches in EngineeringVolume XII Issue vI Version I 26 (G) other equipments, andeliminating the defects at source through active employeeparticipation. Steps in AM are preparation of employees,initial cleanup of machines, take counter measures, fixtentative AM (JISHU HOZEN) standards, general inspection,autonomous inspection, and standardization.Pillar 3-Kaizen: “Kai” means change, and “Zen” meansgood (for the better). Basically kaizen is for smallimprovements, but carried out on a continual basis andinvolve all people in the organization. Kaizen is opposite tobig spectacular innovations. Kaizen requires no or littleinvestment. The principle behind is that “a very large numberof small improvements are move effective in anorganizational environment than a few improvements of largevalue”. This pillar is aimed at reducing losses in theworkplace that affect our efficiencies. By using a detailed andthorough procedure we eliminate losses in a systematicmethod using various kaizen tools. These activities are notlimited to production areas and can be implemented inadministrative areas as well. Kaizen policy are practiceconcepts of zero losses in every sphere of activity, relentlesspursuit to achieve cost reduction targets in all resources,relentless pursuit to improve over all plant equipmenteffectiveness, extensive use of PM analysis as a tool foreliminating losses, and focus of easy handling of operators.Kaizen target are achieve and sustain zero loses with respectto minor stops, measurement and adjustments, defects andunavoidable downtimes. It also aims to achieve 30%manufacturing cost reduction. Tools used in kaizen areWhy-Why analysis, Poka-Yoke (Poka-Yoke is Japanese term,which in English means ‘mistake proofing’ or ‘errorprevention’), summary of losses, kaizen register, and kaizensummary sheet. Six losses in the work place: The objective ofTPM is maximization of equipment effectiveness. TPM aimsat maximization of machine utilization and not merely237machine availability maximization. As one of the pillars ofTPM activities, kaizen pursues efficient equipment, operatorand material and energy utilization that is extremes ofproductivity and aims at achieving substantial effects. Kaizenactivities try to thoroughly eliminate losses. Six major lossesthat were identified are-equipment failure, set-up andadjustments, small stops, speed losses during production, andlosses during warm-up (Nakajima, 1988).Pillar 4-Planned maintenance (PM): It is aimed to havetrouble free machines and equipments producing defect freeproducts for total customer satisfaction. This breaksmaintenance down into four “families” or groups, viz.,preventive maintenance, breakdown maintenance, correctivemaintenance, and maintenance prevention. With PM weevolve our efforts from a reactive to a proactive method anduse trained maintenance staff to help train the operators tobetter maintain their equipment. In PM policy are achieve andsustain availability of machines, optimum maintenance cost,reduces spares inventory, and improve reliability andmaintainability of machines. PM targets are zero equipmentfailure and break down, improve reliability andmaintainability by 50percent, reduce maintenance cost by 20 percent, and ensureavailability of spares all the time. Six steps in plannedmaintenance are equipment evaluation and recoding presentstatus; restore deterioration and improve weakness; buildingup information management system; prepare time basedinformation system; select equipment, parts and members andmap out plan; prepare predictive maintenance system byintroducing equipment diagnostic techniques; and evaluationof planned maintenance.Pillar 5-Quality maintenance (QM): It is aimed towardscustomer delight through highest quality through defect freemanufacturing. Focus is on eliminating non-conformances ina systematic manner, much like focused improvement. Wegain understanding of what parts of the equipment affectproduct quality and begin to eliminate current qualityconcerns, and then move to potential quality concerns.Transition is from reactive to proactive (quality control toquality assurance). QM activities are to set equipmentconditions that preclude quality defects, based on the basicconcept of maintaining perfect equipment to maintain perfectquality of products. The condition is checked and measure intime series to very that measure values are within standardvalues to prevent defects. The transition of measured values iswatched to predict possibilities of defects occurring and totake counter measures before hand. In QM policy are defectfree conditions and control of equipments, qualitymaintenance activities to support quality assurance, focus ofprevention of defects at source, focus on Poka-Yoke (foolproof system), in-line detection and segregation of defects,and effective implementation of operator quality assurance.QM targets are achieve and sustain customer complaints atzero, reduce in-process defects by 50 percent, and reduce costof quality by 50 percent.Pillar 6-Training: It is aimed to have multi-skilledrevitalized employees whose morale is high and who haseager to come to work and perform all required functionseffectively and independently. Education is given to operatorsto upgrade their skill. It is not sufficient know TotalProductive Maintenance: A Case Study in ManufacturingIndustry Global Journal of Researches in EngineeringIJSERIJSER 2015http://www.ijser.org

International Journal of Scientific & Engineering Research, Volume 6, Issue 12, December-2015ISSN 2229-5518Volume XII Issue vI Version I 27 (G) only “Know-How” bythey should also learn “KnowWhy”. By experience they gain,“Know-How” to overcome a problem what to be done. Thisthey do train them on knowing “Know-why”. The employeesshould be trained to achieve the four phases of skill. The goalis to create a factory full of experts. The different phase ofskills is phase 1-do not know, phase 2-know the theory butcannot do, phase 3-can do but cannot teach, and phase 4-cando and also teach. Training policy’s are focus onimprovement of knowledge, skills and techniques, creating atraining environment for self-learning based on felt needs,training curriculum including tools/assessment etc.conductive to employee revitalization, and training to removeemployee fatigue and make, work enjoyable. Training targetare achieve and sustain downtime due to want men at zero oncritical machines, achieve and sustain zero losses due to lackof knowledge/skills/techniques, and aim for 100 percentparticipation in suggestion scheme. Steps in educating andtraining activities are setting policies and priorities andchecking present status of education and training, establish oftraining system for operation and maintenance skill upgradation, training the employees for upgrading the operationand maintenance skills, preparation of training calendar,kick-off of the system for training, and evaluation of activitiesand study of future approach.Pillar 7-Office TPM: Office TPM should be started afteractivating four other pillars of TPM (AM, Kaizen, PM, andQM). Office TPM must be followed to improve productivity,efficiency in the administrative functions and identify andeliminate losses. This includes analyzing processes andprocedures towards increased office automation. Office TPMaddresses twelve major losses, they are processing loss; costloss including in areas such as procurement, accounts,marketing, sales leading to high inventories; communicationloss; idle loss; set-up loss; accuracy loss; office equipmentbreakdown; communication channel breakdown, telephoneand fax lines; time spent on retrieval of information; nonavailability of correct on line stock status; customercomplaints due to logistics; and expenses on emergencydispatches/purchases. Office TPM and its benefits areinvolvement of all people in support functions for focusing onbetter plant performance, better utilized work area, reducerepetitive work, reduced administrative costs, reducedinventory carrying cost, reduction in number of files,productivity of people in support functions, reduction inbreakdown of office equipment, reduction of customercomplaints due to logistics, reduction in expenses due toemergency dispatches/purchases, reduced manpower, andclean and pleasant work environment.Pillar 8-Safety, health and environment: In this area focusis on to create a safe workplace and a surrounding area that isnot damaged by our process or procedures. This pillar willplay an active role in each of the other pillars on a regularbasis. Safety, health and environment target are zero accident,zero health damage, and zero fires. A committee is constitutedfor this pillar, which comprises representative of officers aswell as workers. The committee is headed by senior vicepresident (technical). Utmost importance to safety is given inthe plant. Manager (safety) looks after functions related tosafety. To create awareness among employees variouscompetitions like safety slogans, quiz, drama, posters, etc.related to safety can be organized at regular intervals.238BARRIERS IN TPM IMPLEMENTATIONHaving understood the basics of TPM, we will now discussthe barriers in TPM implementation. As mentioned earlier,TPM implementation though easy on paper, is difficult toachieve and this is mainly due to reluctance by theorganization to understand and implement the concepts ofTPM and failure to realize the benefits obtained byimplementation of TPM. Let us look at the various factors:1. Lack of top management commitment: TPM programscan be effective if and only if the top management is totallycommitted and involved. The top management drives TPM. Itis the responsibility of the top management to distill thebenefits of TPM down the organizational levels. Managementcommitment for TPM implementation comes in the form ofoperator’s time and a short term investment of dollars thatbrings equipment into condition (Robert Jostes and MarilynHelms, 1994). Without top management support, the TPMprogram will suffer a premature death.2. Organization resistance to change: This is a directoff-shoot from the lack of top management commitment. Anorganization changes if and only if its top management iswilling to change. To adopt a complex ideology, theorganization needs to be fearless and should be able to adaptand change as per the environment. In this world of cut-throatcompetition and globalization, to stay ahead, innovation is thekey. A majority of the organizations once set in a particularpath, believes it to be too risky to alter its course and hencefinds it difficult to implement TPM.3. Unwillingness to commit resources: TPMimplementation requires investment by the top managementin terms of resources (man, materials, money and time). Inmajority of the cases, management considers TPM as anunnecessary expenditure and drain on its resources, therebyresisting calls for implementation of the same and finding outways and means not to allocate budget for its implementation.They fail to see the larger picture and the effect of TPM inimproving profits. As mentioned earlier in this paper, TPMimplementation takes time and the top management should bewilling to show patience in achieving the desired results.4. Work culture: ―Keep the distance‖ is practiced in manyorganizations. Boundaries between management andnon-management staff impede flow of communication andfoster indifference among employees. All employees shouldbe involved in the decision making process. The same is trueamong the various departments of the organization. Forexample – maintenance does not fully trust operations to carryout autonomous maintenance. Jack Welch, former Chairmanand CEO of General Electric espoused the philosophy of―boundaryless‖ where-in all barriers were removed amongengineering, manufacturing, marketing and the otherfunctions which would open the organization up to the bestideas and practices and finding a better way every day.5. Resistance by employees: A common comment in Indianorganizations is “This is not my job”. When the work culturepromotes distinction and boundaries, employees viewthemselves as belonging to the departments in which theywork and not to the organization that employ them. A narrowsense of vision hinders growth of an organization. It is the taskof the management to align employees to the organization’svision and goals.IJSERIJSER 2015http://www.ijser.org

International Journal of Scientific & Engineering Research, Volume 6, Issue 12, December-2015ISSN 2229-55186. Long term commitment of management and employees:Human resource assets are to be treated with care andmanagement should go the extra distance to make them feel athome. Remuneration and employee benefits and facilitiesshould be at par with global levels. Employees should feelwanted in the organization and be motivated to overcome allobstacles in TPM implementation.7. Manpow

situation, a revolutionary concept of TPM has been adopted in many industries across the world to address the above said problems. This chapter deals in length about this TPM. Key words : rejected parts, tooling problems, zero tolerance, zero accidents. INTRODUCTION Total Productive Maintenance or TPM is a philosophy to