Training on Why Total Productive Maintenance (TPM) in Process Industry presented by Nilesh Arora, a founder of AddValue Consulting Inc.

1. Best Performing Consulting Organization
by
“TPM – Process Industry”
Adding Value In Totality !!

2. PROCESS INDUSTRY MEANS??
Those industries where primary processes are
either continuous , or occur on a batch of
materials that is indistinguishable e.g. Food
processing ,cement industry, steel industry etc..

3. WHY TPM IN PROCESS
INDUSTRY ?
In Process Industry
- The whole structure is based on
machineries mainly.
- The best way to earn profit is effective
utilization of machineries which can be
done by maintaining machines in good
condition
“ TPM is the solution of all problems”

4. Let’s go thru the case study of
Grinding Unit , Kalol

5. WHY TPM @JKLC, KALOL ???

6. MILE STONES OF JKLC FOR
TPM CERTIFICATION
Second Internal
Audit
November– 2014
Cleared Audit of
TPM Level-1
December -2014
First Internal Audit
January-2014
Rigorous TPM
execution started-
Oct. 2013
Team Building
Workshop
Arranged Sep. 2013
Zone division and
cross functional
teams prepared
June-2013
Kicked off TPM
with consultant
Aprill-2013

8. WHAT IS TPM??
• To become a world class organization,
Organizations must achieve the following:
- World class processes
- World class people
- World class machines
• TPM is a tool which ensures that organization
attain and sustain world class machines.

9. PROJECT INITIATION THRU
LEAN-TPM Training

11. 8 PILLARS OF TPM

12. FOCUSED IMPROVEMENT
• The pillar follows a structured set of steps aligned to
the Plan, Do, Check, Act (PDCA) cycle, which can be
implemented for improvement activities of any size
or complexity in any organisation.
• The pillar builds an understanding and analysis of
the different loss types affecting an organisation.
The pillar operates at a strategic level, identifying
the criteria for project selection and TPM
deployment that will deliver the business objectives.

13. AUTONOMOUS MAINTENANCE
• This pillar is called Jishu Hozen
(Autonomous Maintenance) AM itself is a 7
Step process
• What is Autonomous ??
It means driven by self
Self maintained
INDEPENDENT OF OTHERS
Maintenance dept----PM only

14. • It is maintenance that is done autonomously ?
(by the ‘self’ !!)
• Now who is the ‘self’ ??
It is the operator(s)
• A TPM pillar, which aims at ensuring that the
BASIC CONDITION of the M/c / Equipment is
maintained by the operators them self.
AUTONOMOUS MAINTENANCE

15. • Cleaning - Dirt – poor or improper cleaning
• OILING - No or inadequate oiling / lubrication
• TIGHTENING - Neglecting early signals of
vibration, mis-alignment, tightening bolts etc.
• And reduce it and bring it back to its NORMAL
life / or basic condition
AUTONOMOUS MAINTENANCE

16. JKLC
First 10 months only & only COT
• Rigorous cleaning is the only way to reduce
break downs
• Visual on machines lead to habitual cleaning
to workers
• TPM-Lean focuses on Visuals

17. 7-Steps of Autonomous Maintenance
• Initial cleaning
• Counter measures
• Provisional checklist
• General inspection and tagging
• Autonomous inspection
• Standardization
• Autonomous management
AUTONOMOUS MAINTENANCE

18. INITIAL CLEANING

19. COUNTER MEASURES
• Improve the condition of the machine so that
less time is spent in maintaining it.
• Maintenance time must be targeted nearby 10
minutes /shift. If the maintenance time is high
then identify why it takes more time?

21. PROVISIONAL CHECKLIST
• Display-Who/What/ When/ How?
• Fix day of the week, time & team to do the
same tagging & untagging

23. OPL – One Point Lesson
• When you find ABNORMAILITY in M/c – you
tag it.
• But.. when you find a ABNORMILITY in
operators – you use a OPL.

24. One Point
Lesson
Prepared by: ……….. Approved by ……….
Prepared on: ……… Administered by …….
Type: Basic Knowledge: V-Belts
Wrong Correct
BIDCO
Elianto Div
OPL Number:
Vibrating belt indicates
that belt is loose
No vibration/oscillation of
V belt indicates proper fit

25. Finally
• Make a AM Board
• Put up 4 things on the board:
1. Look for list
2. Tag graph
3. Cleaning Schedule
4. OPL
AUTONOMOUS MAINTENANCE

26. One Point Lesson

27. PLANNED MAINTENANCE
• Generally lead by maintenance team
• The initial phase prioritises equipment and
involves evaluating current maintenance
performance and costs to set the focus for the
pillar activity.
• It can be done based on cost effectiveness suits
the system (CBM/TBM)

28. TRAINING AND EDUCATION
• The knowledge and skills required for carrying
out each job are defined, in terms of both
complexity of knowledge needed and the
number of capable people required to support
the business needs.
• A current state analysis assesses the current
levels against the established requirements
and a training plan is developed to close any
gaps.

29. EARLY MANAGEMENT
• Early Equipment Management focuses on
reduction of defect free process so equipment
down time is minimal
• Early Product Management aims to shorten
development lead times, with teams working
on simultaneous activities so that vertical start
up can be achieved with zero quality loss

30. QUALITY MAINTENANCE
• Quality Maintenance is implemented in two
phases.
• The first phase aims to eliminate quality issues by
analysing the defects, so that optimum conditions
can be defined that prevent defects occurring.
• Then, the current state is investigated and
improvements are implemented.
• The second phase ensures that quality is
sustained, by standardising the parameters and
methods to achieve a zero defect system.

31. OFFICE TPM
• Office TPM team implement office versions of
Focussed Improvement and the Training and
Education pillars to establish sustainable,
performing processes.
• To make office work smooth, office TPM is
focused using 5S,LBM etc.

32. SAFETY, HEALTH AND
ENVIRONMENT
• SHE pillar activities aim to reactively eliminate
the root causes of incidents that have
occurred, to prevent Reoccurrence, and
proactively reduce the risk of future potential
incidents by targeting near misses and
potential hazards.

33. 8 PILLARS OF TPM
• J:JKLCTPM External Audit Level -18 pillar
doc status.xls

34. OEE= A factor * P factor * Q factor
• Availability Factor
= (Run time/ Net operating time)*100,
• Calendar time = 30*24* 60 = 43200 min
• Net operating time = Calendar time- (planned
shutdown+ no schedule production + planned
maintenance)
• Run time = Schedule O.T. - Down time losses
TPM MEASURE: 1 OEE

35. • Performance Factor
= (Actual O.P/Total O.P)*100
• Quality Factor=
(Good O.P/Actual O.P)*100
TPM MEASURE: 1 OEE

36. MTBF(Mean time between failure)
= Total running time /Number of breakdowns
TPM MEASURE: 2 MTBF
TPM MEASURE: 3 MTTR
MTTR(Mean time to repair)
= Total down time /Number of breakdowns

37. 0.82
0.72
0.92
0.95
0.93
0.97
0.91
0.87
0.85
0.87
0.89
0.87
0.84
0.84
0.90
0.96
0.94
0.86
0.82
0.88
0.85
0.85
0.88
0.86
0.72
0.87
1.00
0.98
1.01
0.96
0.94
0.98
0.94
0.94
0.92
0.88
0.91
0.97
0.99
1.03
0.95
0.84
0.91
0.93
0.94
0.94
0.00
0.20
0.40
0.60
0.80
1.00
1.20
Jan/1
3
Feb/1
3
Mar/
13
Apr/1
3
May/
13
Jun/1
3
Jul/1
3
Aug/
13
Sep/1
3
Oct/1
3
Nov/
13
Dec/
13
Jan/1
4
Feb/1
4
Mar/
14
Apr/1
4
May/
14
Jun/1
4
Jul/1
4
Aug/
14
Sep/1
4
Oct/1
4
Nov/
14
OPC 0.82 0.72 0.92 0.95 0.93 0.97 0.91 0.87 0.85 0.87 0.89 0.87 0.84 0.84 0.90 0.96 0.94 0.86 0.82 0.88 0.85 0.85 0.88
PPC 0.86 0.72 0.87 1.00 0.98 1.01 0.96 0.94 0.98 0.94 0.94 0.92 0.88 0.91 0.97 0.99 1.03 0.95 0.84 0.91 0.93 0.94 0.94
OPC
PPC
Expon. (OPC)
Expon. (PPC)
TPM MEASURE 1: OEE

38. TPM MEASURE 2: MTBF
120
240
360
480
600
120
120
240
360
60
120
240
360 120 240
120
240
24 120 120
120
240 120
240
360
120
240
120
240
360
120
240 360
480
600
120
60
120
240
120
120.00
240
360
480
600
120
240
360
480
60
APR-2013 TO JUL-2013 AUG-2013 TO NOV-2013 DEC-2013 TO MAR-2014 APR-2014 TO JUL-2014 AUG-14 TO NOV-14
Mill oil Temp. High Water Spray System Main Drive Fault CA Fan
Torsion Shaft Pinion Bearing Mill i/l oil Pr. Low 567 BE1

39. TPM MEASURE 3: MTTR
-50
50
150
250
350
450
550
650
APR-2013TOJUL-2013
AUG-2013TONOV-2013
DEC-2013TOMAR-2014
APR-2014TOJUL-2014
AUG-14TONOV-14
Clutch Jam
567 gb1 lppb
operate
567 BE1
Mill i/l oil Pr.
Low
Pinion
Bearing
Torsion Shaft
CA Fan
Main Drive
Fault
Water Spray
System

41. Trainings

42. Shop floor Clearing @5

43. Let Us Make Our Plant A Better Plant Every Moment.
New Bag Filter For Dust Control (Developed In-House)
Kaizen

44. One Truck Unloading Time - 14- 16 Minutes (Qty -17 Ton)
Benefits: 1. Power Saving
2. Effective fleet utilization
3. Effective Plant Area Utilization ( Parking )
Two Trucks Unloading Time - 18- 21 Minutes (Qty -34 Ton)
Three Trucks Unloading Time - 40- 45 Minutes (Qty -51 Ton)
Fly Ash Unloading System
Kaizen

45. Kaizen

46. TEAM BUILDING WORKSHOP

47. Glimpse of JKLC Plant
STORES
Before After

48. Before After
Cement Mill Area
Glimpse of JKLC Plant

49. Before After
Scrap Yard Area
Glimpse of JKLC Plant

50. Visuals at Shop floor and Lab
Glimpse of JKLC Plant

51. Rewards for TPM Quiz

52. Awarded as TPM Certified
Organization

53. TPM Benefits
1. OWNERSHIP & RESPONSIBILITY
2. EFFECTIVE INVENTORY UTILISATION & CONTROL
3. BRINGING STAFF CLOSER TO THE MACHINES &
PROCESSES
4. TEAM BUILDING
5. ENHANCE PLANT AESTHETICS
6. INNOVATIONS GALORE
7. OUT OF BOX THINKING

54. Road Map -Year 2015
 Lean Certification for implementing
overall lean tools in organization

55. ADDVALUE Services
VALUE ADDED COACHING-VAC®
BUSINESS COACHING LIFE COACHING
Operation
Excellence
Team
Excellence
Business
Excellence
Counselling
Therapy
Astrology
Adding Value In Totality !!

56. Best Performing Consulting Organization
AddValue at a glance
Business Coaching Life Coaching

57. Thank You