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UsingTPM PDF
UsingTPM PDF
cylindrical rollers with sharp teeth. They crush, tear Operating time per month = Running Time - Total
and curl the tea into small, hard pellets. The rollers
down time = 60 hrs. - 9hrs. = 51 hrs.
possess two types of grooves a milling and a chasing,
both of which needs resharpening using suitable Calculation of Availability
cutting tools. Rollers in batches of 6-8 arrive from
various sources. Thread cutting operations are
The operating time for all the 3 machines is
performed in the milling machines at a rate of 8 tpi-
10tpi depending upon the length and diameter of the approximately equal.
rollers.
Now, Availability = Operating Time/ Planned
II. METHODOLOGY Production Time
A. Steps followed for OEE calculation Planned Production Time = 60 hours
a) Data collection, Machine history study. Operating Time = 51 hours
Downtime per day (includes material not available, Processed Numbers = 2 rollers/ 8hours
= 15 rollers/ week
job setting, rework, meal break) = 1.5 hours
Performance = [15/ {51/2.67}]
= 0.785 * 100%
Total down time per week = 1.5*6 = 9 hours
=78.5 %
= 52.80 % Oct7
Oct8- 0.800 0.753 9 2 0.778 0.469
b) Milling M/c 2
Oct14
OEE = 0.85 * 0.470 *0.8333 Oct15- 0.800 0.753 9 1 0.889 0.535
= 0.332 *100% Oct21
Oct22- 0.663 0.628 7.5 2 0.733 0.305
= 33.2 %
Oct28
c) Chasing M/C Oct29- 0.800 0.753 9 1 0.889 0.535
OEE = 0.85 * 0.785 *0.80 Nov4
Nov5- 0.800 0.753 9 3 0.667 0.402
= 0.5338 * 100%
Nov11
= 53.38 %
Nov12- 0.800 0.753 9 1 0.889 0.535
Nov18
C. Tables for weekly calculation of OEE over ten
weeks of all four machines after undergoing Nov19- 0.663 0.628 7.5 1 0.867 0.361
survey Nov25
b) Considering 5 days/week:
TABLE XII: Pareto Analysis of Cost Factors of Chasing M/c over and its value is 0.889.The minimum quality rate is
ten weeks
obtained from the Milling Machine 1 for the week
Sr. Cost Factors Frequency Cumulative Percentage Nov 26 to Dec 2 and the value is 0.555.
No (Rs.) Frequency So calculating the OEE of the respective machines
8 Total Roller
Cost (one weekly over a period of 10 weeks, it is found that the
time
purchase) 401000 401000 62.03% highest value is 0.622 given by the Chasing Machine
7 Manpower
Expenses 107500 508500 78.65%
on the week Nov 5 to Nov 11.The Milling Machine 2
11 Production
Loss Cost due
is found to be the least effective as it continuously
to Downtime 42500 551000 85.23%
1 Total cost of
produces below par values of OEE.A value of 0.166
Chasing is found for the week Oct 22 to Oct 28,another value
Cutters 39900 590900 91.40%
15 Defect and of 0.222 was found for week Oct 1 to Oct 7 and
Rework Cost 20825 611725 94.62%
6 Electricity 0.266 for Oct 29 to Nov 4.The Milling Machine 2 is
Bill 12500 624225 96.55%
5 Roller deprived of even a single OEE score of 50% over the
transportation
cost 10125 634350 98.12% calculated period compared to the other machines. So
2 Total cost of
Bearing 2500 636850 98.51% it is the worst machine in terms of effectiveness
4 Miscellaneous
cost for amongst all.
sudden
equipment As the rollers are one time purchase, so we are
failure 2000 638850 98.82%
10 Motor practically considering the Material Cost of all
Maintenance
Cost 2000 640850 99.13% machines as constant.
3 Total cost of
Pinion 1800 642650 99.40% TABLE XIII: Table showing main causes of Downtime Loss,
9 Coolant Defect & Root cause of Defect, High Cost Incurred
Expenses 1500 644150 99.64%
13 Tool
Regrinding
Cost
Machine Main Cause of Main Defect & Main Cause of
including Down Time Root Cause of High Cost
Cutter Cost 1200 645350 99.82%
14 Grinder Loss Defect Incurred
Machine
Maintenance
Cost 650 646000 99.92% Milling Rough Surface, Production Loss
12 Safety related Machine 1 Load Time High Cutting Due To Downtime
Cost 500 646500 100.00%
Speed
III. RESULTS AND DISCUSSION
From the data analysis, we have seen that the OEE of
Milling Rough Surface, Production Loss
all the three machines are varying from each other.
Machine 2 Load Time High Cutting Due To Downtime
Availability depends on the downtime loss as shown Speed
contributing heavily to such values have been unorderly manner in the workplace etc and rectified
discussed and analyzed in detail. them primarily through 5S and Kaizen.In a nut shell
The numero uno cause of downtime loss for all the the conclusions were:
machines operating for six days a week is found to be Success of TPM depends on various pillars like 5-S,
the “Load time”. We can neither make any influence Jishu Hozen, Planned Maintenance, Quality
on the “Cut Time” as operational motion loss and maintenance, Kaizen, Office TPM and Safety, Health
speed loss are beyond manual interference. These & Environment and world class TPM implementation
factors totally depend on the motor speed, cutting is possible with continuous support from various
speed, spindle speed, voltage supply and fluctuate quarters.
with unnoticeable uncertainty. Hence trying to reduce The data before and after TPM implementation is
these time units is of no avail as it won’t guarantee a shown in Table XVI.
significant reduction always. TABLE XIV: Data before TPM implementation
Before TPM implementation
2 Total production in a shift 160 nos. 72 nos. conditions, cutter specifications, regrinding machine
3 Scheduled Break 50 min 50 min
conditions, coolant used, handling of rollers and
4 Non Scheduled Break 5 min 0 min
5 Breakdown 4 min 0 min
cutters and good work collaboration. In the ten weeks
6 Cleaning, Inspection and 15 min 15min taken for the survey, the defective number of rollers
Tightening of Insert
ranged from 1 to 4 in all the four machines.
7 Operator Absent 55 min 6.5 min
To improve the quality rate, a general get together of
8 Non-conforming Product 5 nos. 3 nos.
9 Theoretical Cycle Time 3 min 7.5 min all the workers and employees of the industry was
10 Availability(A) 0.90 0.98 conducted as an initiative for TPM implementation.
11 Performance 0.73 0.85
The above mentioned factors were explained to them
Efficiency(PE)
12 Quality Rate(QR) 0.96 0.95 in detail and the benefits of quality improvement
13 OEE(A*PE*QR) 0.63 0.79 were discussed. The target value of maximum
number of defective rollers was set as 1 after a
2) Targeted improvement in OEE of the three
discussion with the team. Moreover further
machines:
discussions were held regarding the practical
On the basis of these three papers, the average
reduction of downtime and improvement of
reduction in downtime loss is calculated and
performance steps.
accordingly applied in the project undertaken.
Target values for TPM implementation on Milling
In the first paper, planned production time is 390
M/c 1
mins and the reduction in downtime is 20 mins. In the TABLE XVII: Initial values and final target values for Milling
second paper, planned production time is 720 mins M/c 1
and the reduction in downtime is 57.6 mins. Category Initial Values Final Target Values
Downtime Loss (min) 735 483.33
Calculating the average value of planned production
Availability 0.800 0.870
time and reduction in downtime, we get them as 555 Performance 0.753 0.844
mins and 38.8 mins respectively. Quality(average) 0.778 0.889
OEE(average) 0.468 0.653
Applying the same logical criteria of the above
researchers to our undertaken project, we can
Target values for TPM implementation on Milling
accordingly reduce the downtime with respect to the
M/c 2
planned production time.
TABLE XVIII: Initial values and final target values for Milling
The performance rate increase in the above two cases M/c 2
before and after TPM implementation is noted and Category Initial Values Final Target Values
their average increase is used to determine the Downtime Loss (min) 540 288.33
Availability 0.850 0.919
improvement in performance in our project. In the
Performance 0.470 0.527
first paper, the performance rate after the Quality(average) 0.809 0.833
49.00%
3) Targeted improvement in the average values of 50.00% 43.06%
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