Professional Documents
Culture Documents
TPM Training
TPM Training
TPM Training
1
EVOLUTION OF TPM
20
00
’S
TPM
19 FACTORY OF
90
’S FUTURE
19 TOTAL PRODUCTIVE
80 MAINTENANCE
’S
19 PREDICTIVE MAINTENANCE
70
’S
19 PREVENTIVE MAINTENANCE
60
’S
BREAK DOWN MAINTENANCE
2
TPM POLICY
• To Increase Equipment Reliability And Over All
P Plant Effectiveness.
• To Manufacture Defect Free Products.
Q
• To Reduce Cost By Ensuring Optimal Utilization
C Of Resources .
• To Ensure Timely Deliveries To The Satisfaction
D Of Customers.
• To Promote Safe Practices At Workplaces And
S Provide A Healthy Working Environment.
• To Promote Team Work By Total Employee
M Participation Towards Continuous Improvement.
3
ZERO
BREAKDOWN
ZERO
REJECTION
ZERO
ACCIDENT
4
TPM PROMOTIONAL ORGANIZATION
TPM CORPORATE
COMMITTEE
PILLAR
TPM TEAMS
SUB-COMMITTEE
5
S U O MON OT UA
E CNANET NI A M
S U OUNI T N OC
E MEV ORP MI
PLANNED
MAINTENANCE
QUALITY
MAINTENANCE
INITIAL
CONTROL
EDUCATION &
TPM 8 PILLARS
TRAINING
TPM IN OFFICE
PLANNED MAINTENANCE - PILLAR
Role of PM pillar
•Green tag removal activity for abnormalities
•Machine improvement activities through tagging
•Condition based maintenance (CBM)
• Time based maintenance(TBM)
• Spare parts management
•Any machine related clarifications & suggestions
7
QUALITY MAINTENANCE - PILLAR
Role of QM pillar
•Any quality related problems & suggestions for rectifications in
TPM machines
•Maintaining machine conditions to produce zero defects
•Optimization of setting parameters to get target quality
8
KAIZEN - PILLAR
9
INITIAL CONTROL - PILLAR
10
TRAINING - PILLAR
11
SAFETY - PILLAR
12
OFFICE TPM - PILLAR
13
AV
AI
LA
B IL
IT
Y
>9
5%
FO R M ANCE>
PER
9 %
> 9
TY
L I
U A
14
Q
AUTONOMOUS
MAINTENANCE
15
Autonomous Maintenance (JISHU HOSEN)
16
Concept of implementing AUTONOMOUS
MAINTENANCE
17
Conventional approach
• Conventionally With improved automation and manufacturing
technology the machine becomes more complicated
• Operating persons concentrate “only on production”, Maintenance
persons focused “only on maintenance”
• Operating persons feel that “Failures are the fault of the
maintenance staff, failures are caused because of wrong
equipment”
• Changing such thinking and make them realize that Failure could
have been avoided if the operating persons had performed some
tightening, Oiling, Cleaning, Inspection & Minor repairs is the
approach of Autonomous maintenance
20
Autonomous
Maintenance
Routine
Check
Operating the
Equipment
Training on
Understanding of:
1. Capability to find malfunctions
1. Normal Vs Abnormal
condition 2. Capability to understand
machine structure / functions
2. Operating guidelines
3. Capability to relate equipment
3. Action to be taken in case with quality and related
of abnormalities abnormalities
21
Autonomous Maintenance – Role of Operating / Maintenance staff
• Production can be maximised only with the perfect cooperation between
operating and maintenance staff
• Operating and Maintenance staff are like the wheels on both sides of a car
• Under Autonomous Maintenance operating staff takes care of “activities to
prevent deterioration” & maintenance staff takes care of “specialised
Maintenance”
• It is mandatory that both preventing deterioration & specialised maintenance
should go in parallel
Equipment
Maintenance
23
Basic conditions of a machine
24
Concept of creating Basic Conditions
25
Machine Maintenance activities
Both to go parallel
• Normal operation • Corrective maintenance
• Routine maintenance • Maintenance Prevention
26
Activities of the Operating Staff
1. Activities to prevent deterioration
• Correct operation
• Improvement of basic conditions (cleaning, oiling, tightening)
• Adjustment
• Prediction and early detection of abnormalities
• Recording maintenance data
2. Measurement of deterioration (mainly through five senses)
• Routine inspection
• Part of periodic inspection
3. Activities to rectify deterioration
• Minor improvement
• Notification of failures and malfunctions
• Assistance for sporadic repair
27
• Improvement of basic conditions for the
prevention of forced deterioration
(cleaning, oiling, inspection and
tightening) and routine inspection are the
most important activities.
• The participation of operating persons is
essential for implementation of effective
deterioration prevention, measurement
and rectification activities.
28
Support to Jishu-hosen by maintenance Staff
29
Change of
Thinking
Change of
Activities
Repairing
minor
defects
Results are restoration &
improvements
Sense of achievement
30
STEP BY STEP IMPLEMENTATION OF AM
Stage 2
People Willing to maintain
Education change one’s own equipment
Stage 3
Ability to find & Correct Equipment Defects / Failures
minor defects change decrease
Stage 4
Expanding 7 steps to all Shop Zero defects /
areas change Failures realized
32
1st S - SEIRI(SORTING OUT)
Look around your work place for the following
things and ask yourself “Is it really necessary for
all items to be there?”
• Hand tools (spanners, allen keys, chip removal rod,
cleaning brush, lubricating can, screw drivers etc)
• Cutting tools used and new (dies, jaws, coils, grinding
wheels, incerts, brazed tools, collets, dresser
diamonds, nose etc)
• Measuring instruments (all fixtures, scale, gauges etc)
• Working material (Material in trolley, material out
trolley, intermediate stand, etc)
• Cotton wastes, scrap valves, removed machine spares,
machine guards, saw dust, etc
33
SEIRI contd..
34
2nd S - SEITON (SYSTAMATIC ARRANGEMENT)
35
SEITON
How to arrange things ?
Things How Where
36
SEITON - cont...
37
Why cleaning is necessary?
38
Step 1: Initial Cleaning
AIM
• Helps operators to find malfunctions in the machine through
cleaning
• To personally experience that “Cleaning is Inspection”
39
Implementing INITIAL CLEANING
Preparation
Implementation
Meeting
Restoration &
improvements
Remove tags
40
Implementing INITIAL CLEANING
Preparation stage
• Understanding objectives
• Understanding specific work details
• Planning detailed work
41
Implementing INITIAL CLEANING
Implementation Stage
• Removal of dust and stains,
• Improvement of basic conditions ie) Cleaning,
Inspection, oiling & tightening
• Identifying the sources of problem & adopt temporary
measures
• Removing all unwanted items & arranging all wanted
items
42
Points to be taken care during cleaning
43
Tagging Procedure
Problem Identified
Result of
Initial Cleaning
Problem Tagged
Green tag
can
Operator N operator
Inform Correct
Maintenance problem
Y
Corrective Correct Pink tag
Actions problem
Is
the
repair Y
satis- Remove
factory TAG
44
Step 2: Counter measures for sources of problems &
Difficult locations
AIM
To cutoff the sources of dust, stains
To prevent scattering of burr, chips, cutting oil, coolant etc.
To improve places where cleaning & oiling are difficult
To nurture the bud of improvement among all
To help cleaning & oiling with in target time
Purpose
To make improvements based on hard work
Share a sense of satisfaction over the achievement
Strengthen the teams’ ability to improve equipment
45
Counter measures of sources of contamination
Counter measures
Review of tentative
cleaning standards
46
Counter measures of Difficult places
Counter measures
Review of tentative
cleaning standards
47
Step 3: Establishing tentative standards
AIM
48
Implementing step 3
Preparation of standards
Implementation
Improvement
& Execution
Approved
49
Step 3: Implementation
50
Step 3: Implementation
51
Step 3: Implementation
52
Step 4: General Inspection
AIM
53
Implementing OVERALL INSPECTION
54
STEP - 5 AUTONOMOUS INSPECTION
Identify and resolve inconsistencies between planned
and autonomous maintenance tasks
Finalize distribution of general inspection items
between maintenance and production
Review and incorporate items resulting from
equipment improvement activities
Revise, standardise and document autonomous
maintenance activities in an Autonomous
Maintenance Standards Manual
Study and assure correct machine operation
procedures
55
STEP - 6 WORK PLACE ORGANIZATION