PGP23

Term V

Lean Systems

Session 13 and 14

Dr. G. Anand
Associate Professor
QM & OM Area
IIM Kozhikode
anandg@iimk.ac.in

Case Analysis: Toyota Motor

Manufacturing
 Principles of TPS/Lean
• Elimination of waste or Value Addition
• Simplification
• Visual Control
• Employee empowerment or Respect for
humanity/people
• Variation reduction
• Pull or Just in Time Production
• Continuous improvement
• Etc.

Third Tenet : Create Flow

– Contd.
Total Productive Maintenance
(TPM)
 Introduction
 Maintenance is always seen as no-
status, no-glamour function
 Maintenance departments were
understaffed and underfunded
 Role was to perform
BREAKDOWN REPAIR

Photograph obtained from:

http://www.kern-computers.com/wp-content/gallery/misc/dusty-computer.jpg
http://www.resnapshot.com/LUB1001-1.jpg

CAUSES OF EQUIPMENT PROBLEMS

 Kiyoshi Suzaki gives the following five reasons

that cause, individually or in combination,
equipment problems
1. Deterioration – parts eventually wear out, but neglect
or abuse hastens the deterioration
2. Equipment ill suited for the purpose – equipment used
for purposes other than designed for
3. Failure to maintain equipment requirements -
equipment dirty, not lubricated, dust and grime foul the
mechanism
4. Failure to maintain correct operating conditions –
operated beyond recommended design levels
5. Lack of skills of operator, maintenance crew, and setup
people
Photograph obtained from:
http://www.varios.cen7dias.es/documentos/fotos_relacionadas/199/suzaki_317_2.jpg
 Equipment problems and
competitiveness
CONSEQUENCE OF EQUIPMENT PROBLEMS
Machine Problems Possible immediate Ultimate
effects cost/consequences

Malfunctions Machine deterioration Shortened machine life

Machine inefficiency High repair cost

Output variability Scrap and rework

Breakdown Safety hazards Injuries
Idle workers Inventories
Idled facilities High production cost
Schedule delays

List out all the maintenance

activities
 Equipment Maintenance
• BREAKDOWN REPAIR
 It is the practice of caring for
equipment when and only
when it breaks.

 Vital production time is lost as

equipment and workers sit
idle

 Worst kind of maintenance –

focuses on problems after they
have occurred, not diagnosing
the problems to keep them
from occurring again

Photograph obtained from:

http://www.cartoonstock.com/lowres/hre0016l.jpg

Types of maintenance
 Total Productive Maintenance
(TPM)

TOTAL PRODUCTIVE MAINTENANCE (TPM)

• A commitment to maintenance that goes beyond

preventive and predictive maintenance.
 All employees are involved in satisfying customer needs,
where the customer is the person at the next stage of the
process. For TPM this translates into providing maximum
support and service to all of the users of the equipment.

 A machine breakdown is seen as a form of defect, and TPM is

committed to preventing breakdowns and malfunctions from
happening in the first place.
 TPM is a further aspect of continuous improvement. It is an
ongoing process of educating and involving workers,
upgrading and re-designing equipment, instituting fool
proofing devices, monitoring equipment performances, and
eliminating sources of equipment waste.
 TPM – contd.

BENEFITS
 Greater competitiveness through improved equipment effectiveness
 By upgrading TPM increases production capacity and process reliability
and reduces the costs of lost production time, defects, repairs, shortened
equipment life, and inventory.
 Improvements in safety, morale and pollution. Photograph obtained from:
https://www.researchgate.net/profile/Tamer_Haddad/publication/258440623/figure/fig2/AS:297429648855040@1447924162037/The-eight-pillars-approach-for-TPM-implementation.png

TOTAL PRODUCTIVE MAINTENANCE (TPM)

Perform TPM maintenance

New role
of operators
and
Maintenance
staff in TPM