WELCOME TO OUR

PRESENTATION
 “
Group Name:
“Fusion”
 Group Members
No. Name Designation ID No. Registration No.

1. Shiab Hossen Gaddafe Leader 172109 1721723

2. Md. Fuad Hasan Khan Member 172105 1721719

3. Mst. Irin Sultana Jhilik Member 172113 1721727

4. Chhanda Baidya Member 172119 1721732

5. Md. Humaon Kabir Member 172123 1721736

6. Fatema Jannat Chumki Member 172127 1721740

7. Md. Abdul Aziz Member 172131 1721744

 “
Chapter: Benchmarking
⊳ (Continue)
Six Steps of Benchmarking (Continue…)

4. Studying Others
4. Studying Others (Continue…)

A. Benchmarking studies look for information:-

• Best-in-class processes

• Measurable results
4. Studying Others (Continue…)

B. Bench markers use,

• Internal sources

• Data in public domain

• Original research (Questionnaires, Site visits & Focus group)

• Combination of sources
4. Studying Others (Continue…)

C. Site visits and Interviews (unnecessary)

D. Industrial tourism (waste of time)

6. Using the findings

Quality of companies product

Quality 100% 80%

Actual per-
formance
Standard
Gap
6. Using the findings (Continue…)

A. Closing negative gap

B. Positive result is important

C. The finding must be communicated to the people

within the organization

6. Using the findings (Continue…)

D. The finding must translate to goals and objectives

E. Two group must agree on the change

• Process owners

• Upper management
6. Using the findings (Continue…)

F. Action plan must be developed

Seven generic steps for development and execution of
action plans:
1) Specify tasks
2) Sequence task
3) Determine resource needs
6. Using the findings (Continue…)

4) Establish tasks schedule.

5) Assign responsibility for each task.
6) Describe expected results.
7) Specify methods for monitoring results.
Pitfalls and Criticisms of Benchmarking

• Quite Simply
• Idea Of Copying Others
• Not a Strategy
• Not a Substitute For Innovation
How to avoid it?
 “
Chapter: Total Productive
Maintenance
TOTAL PRODUCTIVE
MAINTENANCE (TPM)
Analyzing TPM
T=TOTAL?

P=PRODUCTIVE?

M=MAINTWNANCE?
 No
No Defects
Breakdown

No
No Stop
Accident
 Goals of TPM
Improving equipment capacity.
Maintaining for life
Support from all areas of operation
Using teams for continuous improvement

Encouraging input from all employees

 The Plan
• Learning the new philosophy.
• Promoting the new philosophy.
• Training.
• Improvement needs.
• Goals.
• Developing Plan.
• Autonomous work groups.
Learning The New Philosophy

 The managers has to cope with

change, by learning the new
philosophy.
1.Benchmarking

2.Flavor-of-the month approach

3. Look at approach
Promoting the Philosophy
 Definition of Training

Training is a learning process whereby

people learn skill, concept, knowledge
and attitude to aid in the achievement of
goal.
Training

Don’t just teach the how and

Senior Management
also teach the why

Learn how to deal with the team.

Middle Management

Learn their role.

Supervisors
Learn about the various tools.

Employees
Improvement Needs
Six major loss areas need to be measured for
improvement:

Planned
Downtime Losses
Unplanned

Idling and minor

Reduced Speed stoppages
Losses
Slow-downs

Process
Poor Quality nonconformities
Losses
Scrap
1. Downtime losses

A = ( ) 100
Where,
A = availability
T = operating time (P-D)
P = planned operating time
D = downtime
2. Reduced speed losses

E = ( ) 100
Where,
E = performance efficiency
C = theoretical cycle time
N = processed amount (quantity)
3. Poor quality losses

R = () 100
Where,
R = rate of quality products
N = processed amount (quantity)
Q = nonconformities
Equipment Effectiveness

EE = A
Where,
EE = equipment effectiveness/ overall equipment effectiveness
(OEE)
Note: The target for improvement is 85% equipment effectiveness.
Example Problem

Last week’s production numbers on machining center JL58 were as follows:

Scheduled operation = 10 hours/day; 5 days/week
Manufacturing downtime due to meetings, material outages, training, breaks,
and so forth = 410 minutes/week
Maintenance downtime scheduled and equipment breakdown = 227
minutes/week
Theoretical (standard) cycle time = 0.5 minutes/unit
Production for the week = 4450 units
Defective parts made = 15 units
Solution:

Here
P = 10 hours/day 5 days/week 60 minutes/hour = 3000 minutes/week
D = 410 minutes/week + 227 minutes/week = 637 minutes/week
T = (P - D) = 3000 - 637 = 2363 minutes
C = 0.5 minutes/unit
N = 4450 units
Q = 15 units
A = ( ) 100
R = () 100
= × 100
= 78.8% = 100
E = ( ) 100
= 99.7%
= 100
= 94.2%
EE = A
= 0.788 0.942 0.997
= 0.740 or 74%

Clearly the equipment availability should be improved to reach

the goal of 85% equipment effectiveness.
THANK YOU