What are the implementations of TPM?

To implement an effective TPM in an organization, the following stages are to be

planned and executed.
STAGE I:
Step-1: Announcement by Management about TPM
Top level management people should attend awareness programs on TPM to have
proper understanding, commitment and active involvement. Then all matters about TPM
should be communicated to others in the company by publishing in the magazine, putting
up in the notice board and by other possible means. In this step a TPM coordinator is
hired or appointed.
Step-2: Initial Education
In this step through educational program is arranged for workforce and is just not
a month program, may even prolong for a year or more.
Step-3: Setting up TPM departmental committees
Since TPM includes improvement, autonomous maintenance and quality
maintenance an action team is formed with people who directly have impact on the
problem being addressed. Operators, maintenance personnel, shift supervisors, schedulers
and top management might be the members of force. This action team should take care of
all those needs.
Step-4: Establishing TPM working system and target
The action team will be assigned with the responsibility of identifying problem
area and detailing course of corrective action and initializing the corrective process. In
this step by observing and comparing TPM in other companies a benchmark is set and the
team starts working towards achieving that.

Stage-I- Intialization

Stage-II- Introduction on TPM

Stage-III-Implementation of TPM

Stage-IV-Institutionalization

Step-5: A plan for institutionalizing a master plan leading to institutionalizing, where in TPM
becomes an organizational culture.
STAGE-II - INTRODUCTION STAGE:
A grand ceremony is to be arranged inviting vendors out customers, affiliated
companies, sister concerns and communicating them all that “We care for Quality”.
STAGE-III-IMPLEMENTATION STAGE:
The following activities which are familiarly called as pillars of TPM are carried
out.
 5’S Principle
 Autonomous Maintenance (JISHU HOZEN)
 Planned Maintenance
 Quality Maintenance
 Training
 Office TPM
 Safety, Health and Environment
Stage-I-Intialization
Stage-II-Introduction on TPM
Stage-III-Implementation of TPM
Stage-IV-Institutionalization
STAGE-IV-INSTITUTIONALIZING STAGE:
Once the action teams are familiar with the TPM process and have experienced
success with small level problems and then with high and complicated problems, the
company can apply for PM award.

Write a short on Overall equipment effectiveness:

Overall equipment effectiveness (OEE) is a term used to evaluate how efficiently a

manufacturer's operation is being used. In other words, overall equipment effectiveness
helps you notice a problem in your operations, identify which percentage of
manufacturing time is actually productive and fix it while giving you a standardized
gauge for tracking progress. The goal for measuring your OEE is continuous
improvement.

How to Use Overall Equipment Effectiveness (OEE) to Measure Manufacturing Productivity

Overall equipment effectiveness is a powerful figure. It provides a lot of information in

one number, so there are multiple ways OEE is used to measure manufacturing
productivity. When calculated and interpreted correctly, it can significantly maximize
your production. Overall equipment effectiveness is used as a benchmark to compare
any given production to industry standards, in-house equipment or other shifts working
on the same piece of equipment. Standard OEE benchmarks are as follows:
   An OEE score of 100 percent is considered perfect production, meaning
you're only manufacturing quality parts as quickly as possible with no
downtime.

  An OEE score of 85 percent is considered world class for discrete

manufacturers and is a sought-after long-term goal.

  An OEE score of 60 percent is typical for discrete manufacturers and

shows there is considerable room for improvement.

  An OEE score of 40 percent is considered low but not uncommon for
manufacturers just starting to track and improve performance. In most
cases, a low score can easily be improved through easy-to-apply
measures.

Overall Equipment Effectiveness is not only a great tool for managers but can
have a significant impact on employees working the plant floor. Plant floor
metrics can include:

  Target - A real-time production target

  Actual - The actual production count

  Efficiency - The ratio of target to actual; the percentage of how far ahead
or behind production is

  Downtime - This includes all unplanned stoppage time for each shift and
is updated in real-time.

 Overall Equipment Effectiveness: Terms to Know

Before we discuss overall equipment effectiveness further, there are some
important terms to be aware of.

  Fully Productive Time - Production time after all losses are subtracted

  Planned Production Time - The total time your equipment or system is

expected to produce

  Ideal Cycle Time - The time it takes to manufacture one part

  Run Time - The time your system is scheduled for production and is
running

  Total Count - The total of all parts produced including those with defects

  Good Count - Parts produced that meet quality-control standards

  Good Parts - Parts produced that meet standards and don't need to be
redone

  Quality - This refers to manufactured parts that don't meet quality-control

standards, including ones that need to be reworked. It is calculated
as Quality = Good Count / Total Count.

  Performance - This takes into account the number of times there are
slowdowns or brief stops in production. A perfect performance score in
OEE terms means your operation is running as quickly as possible. It is
calculated as Performance = (Ideal Cycle Time x Total Count) / Run Time.

  Availability - This takes into account planned and unplanned stoppage

time. A perfect availability score means your operation is constantly
 running during planned production times. It is calculated as Availability =
Run Time / Planned Production Time.

 How to Calculate Overall Equipment Effectiveness (OEE)

Before calculating overall equipment effectiveness, it's important to denote the

difference between the terms effectiveness and efficiency when discussing OEE.

Effectiveness is the relationship between what could technically be produced and

what is actually produced at the end of a production period. For example, if your
machinery is capable of making 100 products an hour and it only makes 80, then
it is 80 percent effective.

However, this doesn't tell us how efficient the machinery is because we didn't

consider things like the number of operators, energy and the materials needed to
reach 80 percent effectiveness. For example, if your machinery runs 60 percent
effective with one employee and becomes 75 percent effective with two
employees, the effectiveness increases by 25 percent, but efficiency decreases
to 50 percent based on labor.

There are two main ways to calculate OEE:

  Simple Calculation: The easiest way to calculate OEE is the ratio of fully

productive time to planned production time. It looks like this: OEE = (Good
Count x Ideal Cycle Time) / Planned Production Time.

  Preferred Calculation: This type of OEE calculation is based on the three

OEE factors discussed earlier – availability, performance and quality (good
count). It looks like this: Availability x Performance x Quality = OEE. This is
the preferred calculation method because not only do you get your OEE
 score showing how well you're doing, but you get three numbers
(availability, performance and quality) showing what caused your losses.

What do you understand by lean maintenance?

A lean maintenance approach finds its origins in Total Productive Maintenance (TPM), a
strategy that maximizes effectiveness through organizational involvement. Essentially,
each worker from all levels of the organization supports maintenance and reliability
initiatives. The ideas behind TPM are fundamental to a lean approach, including the 5S
principle, autonomous maintenance, and continuous improvement. Lean maintenance
puts these philosophies into practice to minimize costs while increasing the reliability of
equipment and systems.
To understand the meaning of "lean maintenance," we must first look into the definition
of lean. In simple terms, being lean means eliminating waste. This concept is frequently
used in manufacturing applications. You might have heard of the term "lean
manufacturing," which provides a framework to guide manufacturing and service
operations. In lean manufacturing, the types of waste to look out for include unplanned
downtime, overproduction, waiting time, transportation inefficiencies, and inventory
surplus. Lean maintenance is similar to lean manufacturing in the sense that both
approaches aim to eliminate waste. However, waste can take different forms when
speaking from a maintenance standpoint.

How Does a Lean Maintenance Program Reduce Costs?

By now, you can see how a lean mindset reduces waste and finds opportunities to take
the most value from a situation. To appreciate how such programs reduce costs, consider
the benefits in the following focus areas.
Extend the Life of Assets
Remember that a lean maintenance program is foremost a maintenance approach. It
doesn't only aim to reduce costs, but more importantly, increase the availability and
reliability of your equipment.
Maximize Manpower Effort
A lean maintenance program recognizes the value of work and labor. The time and effort
exerted by maintenance teams focus on value-adding tasks and activities. You can expect
to reduce labor costs by targeting the energy of your workforce on jobs that matter.
Optimizing Spares and Maintenance Materials
Where possible, a lean approach aims to bring in resources according to a just-in-
time system. A reliable schedule of activities allows teams to prepare for a job ahead of
time, and bring in resources just in time. With this system, teams can effectively allocate
resources to stock highly critical materials.
Efficient Planning and Scheduling
A lot of the cost reduction from a lean system is rooted in planning and scheduling. In a
lean approach, maintenance teams can perform activities with control and focus if
efficiently planned.

What If My Lean Maintenance Program Isn't Keeping Costs to a Minimum?

The first thing to keep in mind is that any analysis you do is only as good as your data's
quality. Address any inconsistencies that you notice in your data before they become a
headache in the future. If you have a CMMS or EAM available, make sure to align its
functions with your measures. These tools are already recording a lot of your
maintenance activity. Having that information in a form that is ready for analysis can
save you heaps of manual work.
With full confidence in your data, you can then look at the metrics that evaluate your
execution. If you don't think costs are where they should be, then you can start seeing the
red flags from your measures. See which areas are contributing the most waste. In the
process, identify opportunities to make your scheduling more efficient. Remember that
it's not all about eliminating downtime but making the most of it. Trending towards
increasing scheduled tasks and identifying the right maintenance jobs are examples of
areas that can pay back in sums.
It may take some time to see significant changes to your bottom line when moving to an
entirely new system. What you need to build confidence is the right data and an objective
approach to analysis.