Total Productive Maintenance.
TOTAL PRODUCTIVE MAINTENANCE
We expect our machines to work without failures, produce high quality output, at the same time consume very less manpower, raw materials, electrical energy, tools/ consumables etc, but this is highly difficult to realize in practice unless they approach is towards identifying the losses and eliminating them. Total productive maintenance, shortly termed as TPM, provides means to achieve and maintain high levels of productivity. TPM is based on zero loss concept, viz. zero accidents, zero defects and zero breakdowns, which render equipment “effective”. TPM focuses on improving the Planned Loading Time. The gap (losses) between 100% and actual efficiency can be categorized into 3 categories:
- Yield (Quality Rate)
Breakdowns and changeovers indicate situations where the line is not running while it should be.
Speed losses and small stops/idling/empty positions indicate the line is running, but is not providing the quantity it should.
Additionally, when the line producing products, there are losses due to rejects and start-up quality losses.
Total productive maintenance:
Aims at getting the most efficient use of equipment.
Establish a total PM system encompassing maintenance prevention, preventive maintenance and improvement-related maintenance.
Involves every employer in the company. It requires the co-operation of equipment designer and engineers, equipment operators and maintenance workers.
Promotes and implements PM small through small-group or team activities.
BRIEF ON 8 PILLARS
AUTONOMOUS MAINTENANCE: (JISHU HOZEN)
Autonomous maintenance is the cleaning, checking, discovering hidden faults and undertaking simple adjustments by the operators, systematically trained through a step by step program. Autonomous management is to prevent reoccurrence of the defects by taking pre-emptive action by the operator. “This is my machine and I must maintain it” is the underlying philosophy of autonomous maintenance.
o A typical autonomous maintenance follows step-by-step process as under:
1. Training to create awareness for equipment cleaning among the circle members. 2. Preparation of cleaning schedule.
3. Model equipment cleaning by section manager.
4. Elimination of dirt, dust and oil spillage.
5. establishing basic equipment condition-
6. Improving hard to clean, hard to inspect and hard to lubricate. 7. Counter message to avoid reoccurrence.
8. Preparation of cleaning standard.
9. Preparation of lubrication standard.
10. Preparation of general inspection check list.
11. Preparation of process inspection check list.
12. Preparation of autonomous maintenance check list.
13. Auditing of JISHU-HOZEN activities at every step
14. Motivation by reward schemes.
Kobetsu-kaizen is to continuously improve utilization of workers, equipment and material through continuous improvement in the process and procedures etc.
o It analyses the various causes of time losses and evolve solution to the chronic problems.
1. Break down losses
2. Setup and adjustment losses
3. Idling and minor stoppage losses
4. Speed losses.
5. Quality defect and rework loss
6. Start up losses.
o Step involved to develop kobetsu kaizen are:
a) Select equipment/line/process
b) Organize project teams
c) Collect loss data summaries present losses
d) Draw kaizen themes
e) Set targets
f) Analysis and recommendation by the team
g) Display result
o Benefits of kobetsu kaizen are reflected in reduced
1. equipment failures
2. equipment breakdowns
3. job change time
4. toll change time
5. minor stops
6. management losses
7. manufacturing cost
Planned maintenance is to achieve “zero breakdowns” by improving the...