Details about the different steps of Autonomous maintenance and how to do AM.

1. TPM: TOTAL PRODUCTIVE
MAINTENANCE

2. What is TPM ?
It is a Japanese approach for
 Creating company culture for maximum efficiency
 Striving to prevent losses with minimum cost
 Zero breakdowns and failures, Zero accident, and
Zero defects etc.
 The essence of team work (small group activity) focused on condition
and performance of facilities to achieve zero loss for improvement
 Involvement of all people from top management to operator

3. Why TPM?
• Rising cost of raw material
• Higher power cost & specific power
• Higher specific fuel consumption
• Higher man power cost
• Heavy losses, low profit due to
equipment failures / low reliability
/ indifferent attitude
• lack of horizontal communication
• Low moral/ organizational politics
• Unsafe working
• Pressure from TOP to progress fast
• Easy funds for /capacity build up
• Market demand & High quality
competition in the market
• Stiff competition, low returns
• Increasing quality consciousness
in market
• New plants very efficient and cost
effective.
• Increasing input material cost
• Increasing wages and salaries.
MARKET CIRCUMSTANCES IN-HOUSE CIRCUMSTANCES

4. Need for a system which focus on:
 Cost reduction through reducing losses
 Market share expansion /customer satisfaction
 Increased Profitability
 Skill up-gradation
 Reduced distribution cost
 Reduced equipment failure
 Employees involvement
May decide to adopt TPM
• To improve equipment's operating efficiency and
reliability ,thereby achieve cost reduction.
• Market share expansion.
• Skill development. Zero loss, add profits
• High productivity full employee involvement &
dynamic team

5. Goals of TPM
 Increase production quality.
 Increase job satisfaction.
 Reduce Losses
 Brings together people from all
departments concerned with
equipment.
 Effective use of equipment.
 Continuous Improvement
 Encouraging input from all employees

6. Principles of TPM
• Use Overall Equipment Effectiveness (OEE) as a
compass for success.
• Work toward zero losses
• Providing training to upgrade operations and
maintenance skills
• Involve everyone and utilize cross-functional teamwork

7. TPM Targets
 P PRODUCTIVITY To achieve planned production.
 Q QUALITY To improve product & process
quality.
 C COST To reduce cost
 D DELIVERY To deliver goods as required by
the customer.
 S SAFETY To maintain safety
 M MORALE To improve morale

8. Benefits of TPM
 Increased Productivity
 Increased Product Quality
 Increased equipment productivity
 Increased Company’s manufacturing profit
 Reduced Costs
 Reduced equipment downtime
 Reduced Process defect
• Reduced Customer compliant/claims
• Reduced Financial losses due to reduction in breakdowns
 Reduced Repair costs.
 Reduced Maintenance hours.
 Reduced Energy costs.
Tangible benefits of TPM

9. Benefits of TPM
• Increased confidence and ‘can-do’ attitude
• Achieving full-self management
• Operators have ownership of their equipment's
• They look after it by themselves without direction
• Giving better image to the visitors and thereby getting more
orders
 Shift in Paradigm
 Enhance job satisfaction
Intangible benefits of TPM

10. Losses in TPM
Manufacturing losses are categorized into 16 bid losses.
Equipment losses
Manpower losses
A total of 8 Losses
A total of 5 Losses
Material losses A total of 3 Losses

11. Losses in TPM
Equipment losses
Availability
Loss
Performance
Loss
Equipment Failure
Setup and Adjustments
Idle and Minor Stoppages
Reduced Speed
Quality Loss Process Defects
Startup Loss
Shutdown Loss
Cutting Blade Loss

12. Losses Definition
Equipment Failure The equipment breaks down causing the function of the line or process
to stop. Often this is considered as a sporadic failure, typically caused
by equipment component failure.
Setup and
Adjustments
This loss occurs during a changeover between products.
Shutdown Loss The loss incurred by deliberately shutting down the equipment within
the production plan.
Idle and Minor
Stoppages
These are typically small stoppages not logged as breakdowns and
issues causing the machine to pause or idle for short periods. Like
Waiting for a machine to index, emptying a mould during press
operation, product blockage.
Cutting Blade Loss The time loss incurred swapping any consumable tooling item when it
has become worn/ineffective or damaged.
Reduced Speed Losses due to actual operating speed falling below the designed speed
of the equipment.
Startup Loss The loss incurred whilst starting up equipment, to get to steady state
operating conditions.
Process Defects This is the loss of defective product i.e. Not Right First Time
Equipment Losses

13. Losses in TPM
Manpower losses
Manpower losses
Operating Motion Loss
Line Organization Loss
Logistic Loss
Measurement and Testing
Management Loss

14. Manpower Losses
Losses Definition
Operating Motion
Loss
Man-hour losses arising from differences in skills involved
in etc.
Management Loss Waiting losses that are caused by management, such as
waiting for materials, waiting for tools, waiting for
instructions etc.
Line Organization
Loss
This loss results from a shortage of operators on the line
and operators having to work on more equipment than
was originally planned.
Logistic Loss Losses are created due to unnecessary/excessive operator
movement and transportation, as a result of poor layout
and work organization.
Measurement and
Testing
Work losses from frequent measurement and adjustment
in order to prevent the occurrence and outflow of quality
defects.

15. Losses in TPM
Yield, Energy & Tooling Loss
Yield, Energy
& Tooling
Loss
Material yield
Consumable material (Tooling)
losses
Energy losses

16. Yield, Energy & Tooling Loss
Losses Definition
Material yield This is the total loss between the input of raw material and
the output of finished goods
Energy losses Energy loss is the input energy which cannot be used
effectively for processing
Consumable
material
(Tooling) losses
Financial losses which occur with production or repairs of
dies, jigs and tolls due to aging beyond services life or
breakage.

17. OEE
• OEE (Overall Equipment Effectiveness) is the
standard for measuring manufacturing
productivity.
• It identifies the percentage of manufacturing
time that is truly productive.
• An OEE score of 100% means you are
manufacturing only Good Parts, as fast as
possible, with no Stop Time.

18. How to calculate OEE?
OEE = A x P x Q
Where,
A = Availability
P = Performance
Q = Quality

19. • Availability : An Availability score of 100% means the process
is always running during Planned Production Time
• Performance : A Performance score of 100% means when the
process is running it is running as fast as possible.
• Quality : Quality takes into account Defects(including parts that
need Rework). A Quality score of 100% means there are no
Defects (only Good Parts are being produced).

20. Calculating OEE
Total Time
Running time
Performance =
Components Produced
Components supposed to be Produced
Quality =
Total Acceptable Components
Total Components produced
Availability =

21. World Class OEE

22. Calculating Example
Item Data
Shift Length 8 hours (480 minutes)
Breaks 2 x 15 minute and 1 x 30 minute
Down Time 47 minutes
Ideal Cycle Time 1.0 seconds
Total Count 19,271 widgets
Reject Count 423 widgets

23. Calculating Example
• Planned Production Time
• Shift Length − Breaks
• 480 minutes − 60 minutes = 420 minutes
• Run Time
• Planned Production Time − Stop Time
• 420 minutes − 47 minutes = 373 minutes
• Good Count
• Total Count − Reject Count
• 19,271 widgets − 423 widgets = 18,848 widgets
• Availability
• Run Time / Planned Production Time
• 373 minutes / 420 minutes = 0.8881 (88.81%)
• Performance
• Total Count / Ideal total count
• 19,271 widgets / (373 minutes × 60 seconds x 1.0 second ) = 0.8611 (86.11%)
• Quality
• Good Count / Total Count
• 18,848 widgets / 19,271 widgets = 0.9780 (97.80%)

24. Calculating Example
OEE = Availability × Performance × Quality
0.8881 × 0.8611 × 0.9780 = 0.7479 (74.79%)

25. Pillars of TPM

26. Autonomous Maintenance
Operator Maintains his own machine

27. Goals of AM
Eliminates 6 major Losses and raise OEE through small group
activities

28. Eliminating Equipment Losses

29. Hidden Factors in Machine Failures

30. Relationship

31. What is Autonomous Maintenance
• Autonomous maintenance is the maintenance
performed by the operators.
• Basic Maintenance which can be easily performed
on daily basis, e.g. Cleaning, Lubricating,
Inspecting, etc.
• Learning about the equipment to understand how
it works and be able to spot signs of trouble.

32. Paradigm Shift

33. 7 Steps of Autonomous Maintenance
1. Cleaning and Inspection.
2. Eliminate problem sources and inaccessible areas.
3. Draw up Cleaning and Lubrication standards.
4. Conduct General inspection.
5. Conduct Autonomous Inspections
6. Standardize through visual work place
management.
7. Implement Autonomous Equipment management.

34. 1. Cleaning and Inspection
Eliminate all Dust, Grim on the machine, Lubricate, Tighten & find
and correct problems
• Eliminate all Dust and Grim on the machine, Lubricate and Tighten
Bolts.
• Find and Correct Abnormalities.
• Identify Defects which are hidden
• Gauge Hidden
• Limit Switch buried in debris
• Cracking in Housing.
• No lubrication
• Tagging of Abnormalities.

35. Tagging
• Attach a tag to each abnormality which is
identified by the team.
• White tag for minor defects and Red Tag for
Major Defects.
• Fix as soon as possible and Remove the tags.
• Make Plans for Problems which can’t be
addressed immediately.

36. Tags
ABNORMALITY CARD
A.M. STEP
• TAG NO.
• EQUIPMENT ….....................
ABNORMALITY IN BRIEF
..................................................
…………………………………….
……………………………………..
…………………………………….
……………………………………..
• IDENTIFIED
ON ……………BY…...................
• CORRECTED
ON ...................BY………………..
1 2 3 4 5
ABNORMALITY CARD
A.M. STEP
• TAG NO.
• EQUIPMENT ….....................
ABNORMALITY IN BRIEF
..................................................
…………………………………….
……………………………………..
…………………………………….
……………………………………..
• IDENTIFIED
ON ……………BY…...................
• CORRECTED
ON ...................BY………………..
1 2 3 4 5

37. Abnormalities in Bolts/Nuts
• Missing
• Loose
• Shaking
• Non Standard Bolts / Washers
• Corroded
• Damaged
• Excess / low length
• Paint on threads and head

38. Sample Bolts/Nuts Abnormalities

39. Sample Bolts/Nuts Abnormalities

40. Sample Bolts/Nuts Abnormalities

41. Sample Bolts/Nuts Abnormalities

42. Abnormalities in Transmission
• Slackness
• Tight
• Damaged
• Misalignment
• Noise
• Pulley/ belt/ gear/ shaft damaged
• Belt missing
• Tracking
• Eccentricity
• Play

43. Sample Abnormalities in Transmission

44. Abnormalities in Hydraulic System
• Oil level low / high
• Oil contaminated
• Oil pressure low / high
• Oil temperature high
• Jerks / Vibration
• Line damage
• Line not routed properly
• Noisy pump
• Pressure gauge not working
• Oil leak

45. Sample Abnormalities in Hydraulic System

46. Abnormalities in Pneumatic System
• Air / gas leak
• Line damage
• Line not routed properly
• Sluggish cylinder movements
• Filter not drained of moisture
• Lubricator level low / high
• Oil flow rate high

47. Sample Abnormalities in Pneumatic System

48. Abnormalities in Electrical System
• Loose connections
• Hanging wires
• Cable not routed properly
• Cable gland loose
• Motor generating noise
• Motor generating more heat
• Exposed wires
• Panel inlet filter block
• Panel / junction box open
• Screws missing
• Dust / dirt
• Connections with open wires

49. Sample Abnormalities in Electrical System

50. Sample Abnormalities in Electrical System

51. Examples of Tagging

52. Monitoring of Tags
Autonomous Maintenance Step 1 -Abnormality Tag List
sl no Location Problem Detected Detected on Responsibility Rectified on Status
Total Tags Detected = Total Tags Rectified =
Team Members H.O.D Kaizen Co-ordinator Auditor

53. 2. Eliminate problem sources and inaccessible areas
Correct sources of dirt and grim; prevent spattering and improve accessibility
for cleaning and lubrication.
• Reduction of the time for CLIT activity
• Find and correct the sources of contamination.
• Improve accessibility for Cleaning and Lubrication
• Modify equipment for easier checking and to eliminate sources
of contamination
• Transparent cover for belt guards, etc.
• Continuous removal for Chips.

58. 3. Draw up Cleaning and Lubrication standards
Make standards to ensure cleaning, lubrication and tightening can be done
efficiently
• To develop a schedule and to follow strictly.
• Standards for Cleaning, lubrication, inspection & tightening to make
• What equipment should be cleaned, lubricate, inspect and tighten.
• What points should be cleaned, lubricate, inspect and tighten.
• Responsibility for cleaned, lubricate, inspect and tighten.

59. Example
H.O.D Kaizen Co-ordinator
Autonomous Maintenance Tentative Check List
SL
NO
EQUIPMENT
PART
NO STANDARD METHOD TOOL
ACTION IF
NOT OK
TIME
WHEN
DAILY WEEKLY MONTHLY
X1 C1 Cleaning the Operator Panel Look & Do X
2 C2
Clean the Headstock and
Ramp
Look & Do Clean 30 Sec √ X X
Clean 20 Sec √
3 C3 Clean the tool hooler and tool Look & Do
Team Members Auditor
Clean 20 sec √ X X

60. Eqpt Part Sr.
No
Standard Method Tool Action if not ok Time
( Min.
)
When
Daily Weekly
Monthly
Water manifold C1 Look Clean & Rectify 0.13
Wire junctin box C2 . Look Inform to
Maint Dept.
0.20
Electric motor C3 Look
Listen
Inform to
Maint Dept.
0.25
No
leakag
e
No loose
Connection
No
Dust
No
Noise.
Example

61. Eqpt Part Sr.
N
o
Standard Method Tool Action if not ok Time
(Min.
)
When
Daily Weekly Monthly
Inverter Panel C
4
Look &
Feel .
clean by
air blower
0.25
Proximity Switch C
5
Look
Tighten
0.30 -
Control Panel C
6
Look &
Feel
Clean
& Tighten
0.15 - -
No
Loos
e
No
dust
No
Loos
e
No
Dust
Example

62. 4. Conduct General inspection.
• To Check for Proper hydraulic pressure, pneumatic pressure,
etc.
• To develop One Point Lesson

63. One Point Lesson

64. What is OPL?
It is a tool to communicate:
 Knowledge and Skills about the equipment.
 Cases of problems.
 Cases of improvements.

65. What is Objective
 To raise the knowledge and skills in a short
period of time.
 To have knowledge handy to be used anytime they
are needed.
 To encourage team work.
 To raise the level of commitment in the operator.

66. How to Generate OPL?
 One member of the team thinks, studies and
prepares the sheet to express the idea.
 The author explains the lesson to the rest of
the team.
 The team discusses possible improvements.
 They get a clear-reliable OPL.

67. How to make an OPL?
 Take a piece of paper and write the title.
 Illustrate the idea with images and a few words.
 Have some technician verify the contents and get
it approved by the Kaizen Coordinator.
 Show it to the team.

68. Keys to success of an OPL
 Be original. Many different materials can be used
in the illustration.
Treat only ONE piece of knowledge.
 Be simple and clear.
 Verify that the facts are just as expressed.
 Make it available to every one

69. One Point
Lesson
Prepared by: ……….. Approved by ……….
Prepared on: ……… Administered by …….
Type: Basic Knowledge: V-Belts
Wrong Correct
Soap Plant
OPL Number:
Vibrating belt indicates
that belt is loose
No vibration/oscillation of
V belt indicates proper fit
Seen & understood: Operator: Operator: Operator: Operator:_______

70. One Point
Lesson
Prepared by: ……….. Approved by ……….
Prepared on: ……… Administered by …….
Type: Insulation Jacket in Plodder
Wrong Correct
Soap Plant
Check the Insulation and
replace with new as soon
you see water falling
OPL Number:3
Insulation damaged causing
problems to Soap quality
Seen & understood: Operator: Operator: Operator: Operator:_______

71. One Point
Lesson
Prepared by: ……….. Approved by ……….
Prepared on: ……… Administered by …….
Type: General Awareness: Cable Arrangement
Wrong Correct
Soap Plant
Metal Holder to put all wires in Order
OPL Number:2
Seen & understood: Operator: Operator: Operator: Operator:_______
Wires Loose & Hard to access

72. One Point
Lesson
Prepared by: ……….. Approved by ……….
Prepared on: ……… Administered by …….
Type: General Awareness: Safety while opening & inspecting Soap cutting Machine
Wrong Correct
Soap Plant
Open & Inspect cutting machine only
when RED light ON & machine is
stopped to prevent accidents
OPL Number:2
Seen & understood: Operator: Operator: Operator: Operator:_______
Opening & Inspecting the cutting
machine when Green light ON can
cause SERIOUS INJURIES

73. One Point
Lesson
Prepared by: ……….. Approved by ……….
Prepared on: ……… Administered by …….
Type: General Awareness: Leakage from Plodder cover
Wrong Correct
Soap Plant
Check the Gasket regularly, replace
if gasket is torn & tighten cover
lock to avoid leakage
OPL Number:2
Seen & understood: Operator: Operator: Operator: Operator:_______
Vacuum Leakage through Final Plodder
gasket Leads to poor quality of soap

75. How to do general inspection
Hearing: Noises
Whistling
squeaking
Humming
Feeling : Coarseness
Unevenness
Soiling
Oily status
Detecting malfunctions and defects using the 5 senses
Smell : Smell of fire
Musty
Foulness
Gas
Taste : Aroma
sweet
sour
bitter
Seeing : Fracture
Standstill
Disorderliness
Dirt

76. 5. Conduct Autonomous Inspections
• To develop standards for routine internal check up.
• Hydraulic
• Air Pressure
• Lubrication
• Operator should execute routine checkup.

77. Checklist for Autonomous Inspection

78. 6. Standardize through visual work place
management.
Organisation for lubrication System Responsibility for lubrication system

79. C - CLEANING
L - LUBRICATION
T - TIGHTENING
YELLOW DAILY (BEGNING OF A SHIFT)
GREEN WEEKLY (MONDAY BEFORE 10 AM)
RED MONTHLY ( IST DAY OF MONTH )
Visual Management

80. Visual Management

81. Visual Management

82. Visual Management

83. Visual Management

84. Visual Management

85. Visual Management

86. Visual Management

87. 7. Implement Autonomous Equipment
management
• To conduct Regular audit
• Compare each process result (actual) with actual goal (target)
• Zero accidents
• Zero defects
• Zero Breakdowns
• Minimum set-up time

88. How to sustain AM?
• Active Leader ship
• AM is owned by production department and supported by
production department
• Proper operator training, education and skill certification.
• The time required for Cleaning and Lubrication should be
included in daily schedule.
• Supervisors need to ensure that AM activities are performed.