Unit 10 Total Productive Maintenance and Benchmarking

Total Productive UNIT 10 TOTAL PRODUCTIVE Maintenance and MAINTENANCE AND Benchmarking BENCHMARKING

Structure 10.1 Introduction Objectives 10.2 Evaluation of TPM 10.3 Relation between TPM, Logistics and Tero-technology 10.4 TPM : An Overview 10.4.1 Objectives or Goals of TPM 10.4.2 Concept of TPM 10.4.3 PM, CM and MP for Controlling Deterioration of Equipment 10.5 The Eight Pillars of TPM 10.6 TPM Template 10.7 Barriers to Implement TPM 10.8 Comparison between TPM and TQM 10.9 Zero Breakdown 10.9.1 Zero Defects and Zero Breakdowns 10.9.2 Five Counter Measures for Zero Breakdown 10.10 Expected Contribution by Application of TPM 10.11 Japanese Concepts : Kaizen 10.11.1 Definition and Meaning of Kaizen 10.11.2 Salient Features 10.12 Types of Kaizen 10.12.1 Standard Work Kaizen 10.12.2 Set-up Reduction Kaizen 10.12.3 TPM Focus Kaizen 10.12.4 Quality Focus Kaizen 10.12.5 Kanban Kaizen 10.12.6 5-S Kaizen 10.13 Expected Contributions by Application of Kaizen 10.14 Total Maintenance Planning 10.15 Summary 10.16 Key Words 10.17 Answers to SAQs 10.1 INTRODUCTION

Seiichi Nakajima defined TPM an innovative approach to maintenance that optimizes equipment effectiveness, eliminates breakdowns, improves productivity and promotes autonomous maintenance by operators, through day-to-day activities involving total work force. TPM is a culture, a philosophy and a new attitude towards maintenance. The total effectiveness is an indicator that is derived though equipment availability, performance efficiency and the rate of quality product. An organisation that believes in total maintenance system should be able to set up activities directed towards maintenance prevention, maintainability improvement and preventive/predictive maintenance. TPM involves wide range of activities involving proper operation, failure analysis, design 71

Reliability Centered improvement, cost benefit analysis, participation of operators in maintenance, positive Maintenance attitude and culture across organisation and above all strong support and belief of Top management in TPM programme and the total participation of all employees in TPM. Objectives After studying this unit, you should be able to • explain what is Total Productive Maintenance(TPM), • relate TPM and TQM, • implement the philosophy of TPM, • explain the concept of Zero Defects, Zero Maintenance and Zero Accidents, and • understand and implement Kaizen with right outlook. 10.2 EVOLUTION OF TPM

(The evolution of each of the maintenance philosophies is discussed at length in Unit 2. It is advised to go through those unit before reading this unit.) Total Productive Maintenance (TPM) is the Japanese approach to maximise the effectiveness of the facility we use in Industry. Total Productive Maintenance, an innovative and non traditional approach to plant maintenance that is complementary with Total Quality Management (TQM), Just In Time (JIT), Total Employee Involvement (TEI) and Continuous Performance Improvement (CPI) and other world fame strategies like terotechnology and logistics which lie in the pursuit of economic Life Cycle Cost (LCC). The concept of Preventive Maintenance (PM) gave way to new need of the industry maintainability and Method Improvement (MI). This is made possible by predictive maintenance philosophy with condition and instrumentation to predict failure and plan maintenance strategy. Latest is Maintenance Prevention (MP) which incorporates equipment design stage that results in equipment's easy maintenance. The new concept of total productive maintenance makes use of these techniques to achieve optimal condition for production, quality yield and safety and maintain them. TPM advocates Overall Effectiveness of Equipment (OEE) through availability, performance and quantity. TPM aims at reducing major losses in the system through zero defects, zero breakdowns and zero accidents. 10.3 RELATIONSHIP BETWEEN TPM, TERO-TECHNOLOGY AND LOGISTICS

Terotechnology (developed in UK), logistics (in USA) and TPM (in Japan) have the same goals. Terotechnology as per BSI is a combination of management, financial, engineering and other practices applied to physical assets in pursuit of economic life cycle costs (LCC). Its practice is concerned with the specification and design for reliability and maintainability of plant and machinery, equipment, buildings and structures with their installation, commissioning, maintenance modification and replacement with feed back of information on design performance and costs. TPM aims to maximise equipment effectiveness. In fact this is same as terotechnology’s goal of attaining an economic life cycle cost. Logistics is an old military term referring to support to front line through procurement, storage, transportation and maintenance of manufactured goods and systems. In current methods, logistics consists of LCC, reliability engineering and maintenance engineering. Thus the goal of TPM, tero-technology and logistics is same as goal of LCC and they differ in terms of pre-use target location and responsibility. SAQ 1

72 (a) What do you understand by TPM? Explain the concept.

(b) Explain the relation between TPM, Tero-technology and Logistics? Total Productive Maintenance and Benchmarking

Activity 1 What do you understand by the terms TPM, Tero-technology and Logistics? Distinguish. ……………………………………………………………………………………… ……………………………………………………………………………………… ………………………………………………………………………………………

10.4 TPM : AN OVERVIEW

If you are asked a question, “What is Total Productive Maintenance (TPM)?”, and if you are asked to answer in one or two words, then what will be your answer? (a) Is it a maintenance technique? (b) Is it a method of maintenance? (c) Is it a set of principles? (d) Is it standard norm? (e) Is it a theory? (f) Are there any hard and fast rules to follow? No none of these are right ways to answer. (a) Then what is TPM? (b) Well, TPM is a culture. (c) TPM is a philosophy. (d) TPM stands on the pillars of belief. (e) TPM works out by respecting the promises. The production manager blames the machines are not good due to which he could not reach the target. The plant engineer blames the purchase department for bringing the spurious spares. The purchaser blames the designer for not specifying correctly. And this goes on. Now, you might have understood the need for trouble-free and defect-free work- atmosphere where there will be introspection in every person about his work for others and to the organisation rather than blaming somebody. If we can imagine an environment where everybody’s motto is to get the targeted production for which the machinery is to be thoroughly maintained for their full length of life right from design to discard, and there are no blaming of one over the other, such a workers’ paradise is said to have a culture of TPM. TPM takes into account of the design, manufacture, performance, life, cost, quality of output of the machine and even up to discard as shown in the Figure 10.1.

Production Quality Cost Delivery Safety Morale

Overall Operation Improvement 73 Zero Losses

Overall Equipment Effectiveness Effectiveness

Just in Time and Stock Reductions Zero Defects

Techniques ds

s Zero Breakdown

Reliability Centered Maintenance

Figure 10.1 : Management by TPM 10.4.1 Objectives or Goals of TPM (a) To maximise overall plant efficiency. (b) To maximise overall equipment effectiveness (OEE), i.e. availability, performance and output. (c) To achieve zero defect. (d) To achieve zero breakdown. (e) To achieve total involvement, i.e. participation of all departments and sections, including planning, purchase and user of the equipment (i.e. the production department). (f) To improve the overall general environment and working conditions of the plant. (g) To boost the morale of the employees by inculcating the sense of pride in them. 10.4.2 Concept of Total Productive Maintenance (TPM) This TPM philosophy is the brain child of Dr. SUJUKI (Japan), which deals with maintenance management.

TOTAL PRODUCTIVITY MAINTENANCE

Total Total Effectiveness Total Plant Maintenance Participation

Means Deals with Through

Striving for Improving Small-group Economic Maintainability Activity, and Efficiency, i.e. Autonomous Profitability Maintenance by Operators Maintenance, Prevention and Preventive Maintenance

Figure 10.2 : Implications of ‘Totality’ in TPM

10.4.3 Preventive, Corrective Maintenance and Maintenance Total Productive Maintenance and Prevention for Controlling Deterioration of Equipment Benchmarking The significance of preventive maintenance in controlling deterioration and enhancing the life of the equipment has already been explained in Unit 2. However, it is viewed through a different angle in this unit. Preventive maintenance (PM) is comparable to preventive medicine; Figure 10.3 shows the relationship. Daily equipment maintenance serves the same purpose. By diligently lubrication, cleaning and performing adjustments and conducting inspection deterioration can be prevented and potential equipment failures (disease) averted. Thus PM decreases number of breakdowns and inevitably increases life span.

Preventive Medicine

Daily Early Prevention Health Treatment

Diagnosis

Measures Repair Deterioration Deterioration

Daily Maintenance Inspection Diagnosis Make Preventive Repairs

Advance Preventive Maintenance Replacements

Figure 10.3 : Comparison between Preventive Maintenance and Preventive Medicine

Wear Out Start up Failure Failure Chance Period Period Failure Period

Specified Breakdown Range

Reduction of Failures through Maintenance

Category Start Up Fail Chance Failure Wear Out Failure Cause Design/Manufacturing Operational errors Wear out errors Counter Trail seen at acceptance Proper operation Preventive and measures and start up control maitainability improvement Maintenance prevention

Figure 10.4 : Life Span Characteristics and Breakdown Counter Measures It is cheaper to repair equipment on preventive basis than to wait until it has completely deteriorates. At that stage the cost of restoring equipment is exorbitant. When dust and dirt adhere to moving parts and sliding surfaces of machines of the surfaces are scratched, causing deterioration. And when lubrication is neglected excessive friction or burning can result wasting energy. 75

Reliability Centered Preventive maintenance alone cannot eliminate breakdowns. Figure10.4 Shows life span Maintenance characteristic curve or Machine Life Cycle (MLC) or bathtub curve of equipment. (For detailed understanding of MLC curve refer Unit 6.) When the equipment is new there will be heavy failure rate (early failure period) which eventually drops and levels off. The failure rate stabilizes to a certain level for a long period of time (accidental failure period). Finally equipment approaches the end of useful life, the failure rate increases once again (Wear-out failure period). Causes of early failure are design and maintenance errors. So to combat them, the design department must conduct test runs at early stage. Further more maintainability improvement should be pursued to discover and treat weakness in design and manufacturing. Accidental failures are caused primarily by operator errors. Hence most efficient counter measure is to ensure that operators use equipment properly. Wear out failures can be reduced and life span extends by preventive maintenance and maintainability improvement (Through changes in design). Maintenance prevention is an effective counter measure for all three types of breakdowns. A maintenance free design of equipment must be incorporated at planning stage to prevent early period, accidental and wear-out failures. Activity 2 Suppose you are plant engineer and the production manager is always trying to pull your leg. He complains every time that he could not achieve the production target due to poor maintenance, low machine performance and less availability of equipment. What quantitative and qualitative measures do you take to counteract? ……………………………………………………………………………………… ……………………………………………………………………………………… ………………………………………………………………………………………

10.5 THE EIGHT PILLARS OF TPM

The following Figure 10.5 depicts 8 pillars of total productive maintenance. The philosophy of the TPM stands on these eight factors. All these when tackled in the right proportions, the objective of TPM will be fully realised.

Planned Maintenance Quality Kobetukaizen Maintenance

Safety and T. P. M Maintenance Hygiene Prevention

Office Education Administration and Development Jishuhozen

Figure 10.5 : The 8 Pillars of TPM 76

The eight pillars are : Total Productive Maintenance and (a) Kobetsukaizen Benchmarking (b) Safety and Hygiene (c) Office Administration (d) Jishuhozen (e) Education and Development (f) Maintenance Prevention (g) Quality Maintenance (h) Planned Maintenance Brief explanations about these eight pillars are given below. Kobetsukaizen Kobetsukaizen, popularly known as Kaizen, means continuous improvement is effected by eliminating various losses that occur in the production and productivity due to human negligence or ignorance in maintaining equipment and machinery properly or maintaining quality of material, tools and other auxiliary items. A detailed discussion on various types of Kaizen is given at the end of this unit. The objective of Kaizen can be stated concisely as Objective • To maximise the overall effectiveness of equipment, process, and the plant by elimination of all losses through small group activities. The various losses are grouped below which need to be eliminated. Group 1 (a) Energy loss. (b) Yield loss. (c) Losses due to improper design of die, jigs and fixture, etc. or their application. Group 2 (a) These factors impede human work efficiency. (b) Managerial inefficiency. (c) Improper arrangement of materials, tools, machinery and instructions. (d) Improper monitoring of work and workers. (e) Lack of automation. Group 3 (a) The factors affecting equipment efficiency and thus resulting in low utilisation and low production. (b) Machine breakdowns. (c) Failure of workers to arrive in time and collect instructions and materials and tools. (d) Late starting. (e) Reworking of defective elements. (f) Setting of tool, work piece and inspections. (g) Idling of the machine due to non-availability of material, tools or temporary absence of workmen. (h) Losses due to non-optimal speed, feed, etc. because of poor knowledge of the operator or poor condition of the machinery. Group 4 77

Reliability Centered (a) Losses due to scheduled down time. Maintenance (b) Restore basic conditions of equipment. (c) Improve 'why-why' analysis system to get correct information about reasons of breakdown and poor performance. (d) Failure analysis system. (e) Training of all maintenance work personnel on basic modules of maintenance. (f) Supporting machinery in workshops and handling equipment, operations for full implementation of the principle underlying in JISHU-HOZEN in inspection, lubrication, minor adjustments, cleaning, etc. Safety and Hygiene (Autonomous System) Objective • To achieve pleasant working environment. • To achieve zero accident. • To provide safe working conditions and work place. Office Administration Objective • The objective of this pillar is keep the workmen free from the tensions due administrative problems Explanation The implementation of TPM should also include the administrative part that indirectly influences the job. The planning work, logistics and spare parts management, information flow and wage administration etc will indirectly affect the work of the operators of maintenance. How to Achieve A few tips are given below : (a) Pay the wage regularly, correctly and on time. (b) Keep the right tools available at right time in right fashion. (c) Keep cordial relations. (d) Resolve conflicts if any, immediately when noticed. (e) Build team work. (f) Treat all equally. (g) Use scientific management principles righteously. (h) Get the right spares in right time in correct quantity and quality. (i) Use scientific base for scheduling and planning of the jobs. Jishu-Hozen Objective • To achieve zero equipment failure and zero product defects through the Autonomous Maintenance Activities. Definition Jishu-Hozen can be defined as carrying out initial or basic maintenance of equipment by the operators themselves and informing of the potential of major breakdown. The concept of JISHU-HOZEN lies in the fact that ‘A mother is the best judge regarding the health of her kid than an outsider’. So also the person 78

who works on certain machine knows better about its condition and Total Productive performance. Thence the basic maintenance work is assigned to the Maintenance and Benchmarking operators of that machinery. Steps (a) Initial cleaning. (b) Taking counter measure at the source of the problem. (c) Inspection. (d) Cleaning, lubrication, greasing, tightening, etc. (e) Systematise autonomous maintenance. (f) Practice full autonomous management. Explanation Establish standard method and time for cleaning, lubricating and tightening of nuts and other loose parts so that minimum time is consumed in these activities. Training, Education and Development Objectives • To disseminate maintenance and engineering know how. • To eliminate equipment failure, product defects and accidents resulted due to ignorance and lack of skill. • To train each and every maintenance personnel in their respective jobs. • To develop multi-skill workforce. How to Achieve These can be achieved through : (a) Identifying training requirements for each individual in various skills. (b) Arranging skill enhancement training programmes. (c) Assessing the effectiveness of training schemes. (d) Apprising the maintenance personnel of the various reasons for failure and breakdowns, defects in products, low quality of products and reasons for accidents. (e) Engineering and maintenance people handle training, emphasizing practical knowledge about real machine past failures. (f) The relationship between failures and improper operating procedures and poor maintenance is stressed. Maintenance Prevention This maintenance consists of preventive maintenance and maintenance prevention techniques to improve mean time between failures (MTBF). To improve operating time the following six big losses are reduced. (a) Equipment failures (b) Set up adjustments (c) Defectives (d) Yield loss (e) Minor stops (f) Reduced speed losses Proprietary Technology This involves design of production equipment, which provides for 79

Reliability Centered (a) Extent of Automation Maintenance (b) Maintenance free operation (c) Easy start up (d) Life cycle costing (e) Energy usage Quality Maintenance Objectives • To build quality through equipment, • To ensure that no product defects are caused by faulty equipment, and • To build a reliable production line (zero failures). Methodology To achieve these objectives TPM uses, MTBF and MQM (Man-Quality-Machine) management and also dissects operating mistakes to determine, if additional training or use of fail-safe devices. Work Place Organisation and 5S Frame Work TPM organisation of work place along five dimensions is known as 5S (in Japanese) frame work (a) Organisation (b) Orderliness (c) Attention to details (d) Cleanliness (e) Discipline The focal idea of 5S work place organisation is identifying all the subtle abnormalities that might cause failures or defects if not discovered and treated. Practicing 5S on regular basis encourages the formation of an improvement cycle beginning with reducing variations caused by abnormalities and then by creating stability and uniformity in manufacturing process and finally enhancing process analysis, which in turn leads to further improvements. These are discussed in detail at the end of this unit. The purpose of TPM licensing system is to expand an operator’s capabilities by developing new skills and promoting operational stability. The system also encourages acquisition of skills necessary to perform multiple jobs, creating a multi functional work force. The usual management of Plan-Do-Check-Act cycle of work place organisation is shown in Figure 10.6.

PLAN DO

ACT CHECK

Figure 10.6 : Quality Maintenance Management through PDCA (a) Licensing program (b) Procedures and Standards (c) Training 80

(d) Layouts organised by type and function Total Productive Maintenance and (e) Inspection Plan Benchmarking (f) Re-layouts (g) Inspections and Hourly checks (h) Evaluation (i) Major clean up and Cleaning work tools. Planned Maintenance Objectives • To maximise performance of the equipment. • To minimise cost in maintenance. • To achieve zero equipment breakdown. Methodology • Establish predictive maintenance system. • Establish corrective maintenance system. • Establish preventive maintenance system. • Establish training system for maintenance crew and supervisors. • Detailed activity planning for planned maintenance. SAQ 2 (a) What are the characteristics of TPM? (b) What are the objectives or targets of TPM? Explain. (c) Write short note on role of preventive maintenance in TPM (d) Explain the 5-S Frame for work place organisation. (e) Preventive maintenance to the equipment is like preventive medicine to human beings. Explain. (f) Distinguish between productive and predictive maintenance. (g) Discuss the methods, tools and techniques to achieve the TPM. (h) Write notes on the following in light of TPM : (i) Kobetsukaizen (ii) Jishu Hozen (iii) Safety and Hygiene (iv) 5S Frame Work

Activity 3 Evaluate the possibility of application of eight pillar of TPM in your organisation? ……………………………………………………………………………………… ……………………………………………………………………………………… ………………………………………………………………………………………

10.6 TPM TEMPLATE 81

Reliability Centered The template of TPM is given here, in which all the information regarding the TPM is Maintenance greatly simplified and summarised.

10.7 BARRIERS TO IMPLEMENT TPM

The relevance of TPM and the urgency to implement in Indian industries is of special Total Productive interest in capital scarce economy, to sustain local and international markets and to face Maintenance and Benchmarking ever growing competition because of recent liberalization. It is desirable to mould the mechanism of implementation in India to suit local conditions succeed, a consensus style of decision making, etc. Indian industry suffers traditionally with factors like inadequate compensatory package, below average level of workers awareness, segmented hierarchical kind of setup, old maintenance practices etc. Most of Japanese concepts including TPM provide to satisfy people’s higher order needs and it can be observed that TPM promotes achievement motivation. TPM will be more successful if it is tried in those industries, where reasonable packages are offered and there is required degree of job security. Orienting the people’s attitudes towards accepting and appreciating the concept of TPM, through meetings. Workshops are important in addition to technical inputs to improve maintenance skills. Companies that plan to implement TPM should aim for Zero breakdowns and Zero defects. Every company that adopts TPM approach must adopt three imperatives. (a) The quality and functioning of equipment must change. (b) The equipment operators must change their way of thinking about equipment. (c) As a result, work place itself must change drastically. TPM will not be successful in companies that will not make change in cultures – decision making responsibility must be pushed to lower levels of hierarchy. Road to successful TPM implementation raises some tough questions like : (a) How does the company reward operators? (b) Do you trust and believe operators will adjust their machines? (c) Why should maintenance assume management responsibilities? (d) What is the cost of our current approach to maintenance? The TPM can only succeed if companies realise that path to progress and success lies through integrating maintenance fully into total business system of company.

TECHNICAL FEATURES OF EQUIPMENT

OVERALL MAINTENANCE EFFECTIVENESS

PERSONNEL, SOCIAL AND ORGANISATIONAL FEATURES

Thus it can be seen that overall maintenance effectiveness is of technical features of system being used, as well as the culture of the organisation. Predictive Maintenance The aim of predictive maintenance is early prediction of failures by judicious application of condition monitoring techniques and instrumentation. The objective of such a philosophy is to predict failures in advance, so that maintenance actions can be planned to take place at a time convenient to man and machine, and unplanned interruption of production system are minimized. But this needs high technological competence, versatile knowledge of the equipment and effective information system.

10.8 COMPARISON BETWEEN TPM AND TQM 83

Reliability Centered Total Quality Management (TQM) Maintenance Total quality and total productivity are strategic management concepts combining quality and productivity. Total quality aim of delivering highest quality at lowest price is unachievable unless total productivity unachieved. The quality of work at each step is dependent upon man, methods, machines, materials and environment which management creates. Men have to be skilled, have positive attitude to quality, must feel involved and motivated to give their best. Total quality management approach of an organisation centred on quality, based on the participation of all its members and aiming at long term success through customer satisfaction and benefits to members of organisation and society. TQM has four segments : (a) Total Quality Control (TQC) (b) Total Waste Control (TWC) (c) Total Employee Involvement (TEI) (d) Continuous Improvement (KAIZEN) Total quality control is wide spread throughout Japanese industry as company wide quality control. The quality circles were evolved as part of TQC. TPM and TQC Both TPM and TQC are aimed at corporate improvement. However there are slight differences. (a) The subject of management is quality in TQC and equipment in case of TPM. (b) TQC aims in management that implements systematisation and standardisation. TPM aims in realisation of proper form of equipment and work place. (c) TQC imparts personnel training in QC Techniques while TPM imparts training in maintenance engineering and maintenance skills. (d) TQC aims in voluntary QC aids but in TPM small group activities are integral part in how work place is organised. (e) The goal of TQC is quality while TPM aims in elimination of loss and waste. (f) TQC aims in process inspection and proof mechanisms TPM aims in condition based maintenance and preventive maintenance and maintenance prevention. (g) TQC makes use of statistical process control/control charts TPM makes use of machine failure records/MTBF. It is observed that TPM makes use of some of techniques of JIT and TQC but relates them specifically to equipment management. For example : (a) Life cycle planning used to predict the maintenance needs of equipment throughout its lifetime. (b) Design of virtually maintenance free equipment Man-Quality-Machine (MQM) management which in order to ensure defect free products, analyses interface between maintenance, product quality, machine parts and links, specific maintenance procedures, machine actions. As with JIT and TQC process, TPM process is driven by employee involvement at all company levels. TPM transfers primary responsibility for machine maintenance 84 as close to action as possible to the machine operators. The goal of this

responsibility transfer is to develop highly coordinated approach to productive Total Productive maintenance, where every one works together as a part of improvement process. Maintenance and Benchmarking Another key component of TPM is education and training. To fulfil their newer possibilities, operators are given in house instruction for correct operating practices and simple repairs. SAQ 3 (a) Discuss the merits of TPM in light of effectiveness of the system performance. (b) Differentiate between TPM and TQM? (c) Draw the TPM template and explain its features. (d) What are the barriers to adopting TPM?

10.9 ZERO BREAKDOWN

Physical condition of equipment deteriorates due to many reasons, one of them is usage. The deterioration could be external (visible) or internal (invisible). If the deterioration or decay or defects are not noticed in right time, the equipment breaks down. Therefore, the plant engineer is required to go on keen observation of the equipment conditions regularly so as to forestall the occurrence of any breakdown. To achieve zero breakdown (i.e. no breakdown) the important steps are listed below : (a) Rectify design deficiency (as soon as it is identified). (b) Rectify the deterioration so as to bring the condition nearest to its original state. (c) Stick to optimum operating conditions (as prescribed by OEM in the manual). (d) Maintain the basic equipment conditions (by proper and timely cleaning, lubricating, bolt tightening, etc.). (e) Improve maintaining and operating skills.

Maintain Maintain Enhance Detect Optimum Basic Technical Deterioration Operating Equipment Skill for through Conditions Condition Operation, Defective Set-up Production or Abnormalities

Maintenance Production and Operations

Predict Physical Provide Condition Correct Provide Restore through Optimum Technical Design Operating Machine Condition Defects Support for Condition Monitoring Parameters Maintenance

Figure 10.7 : Role of Maintenance and Operations Departments in Materialising Zero Breakdowns The Figure 10.7 shows the role of maintenance and operations departments in achieving zero breakdowns. However, it is believed that the zero breakdowns can be achieved by two facet approach, i.e. a part of the job by maintenance and another part by production. 85

Reliability Centered The maintenance personnel should perform the following functions : Maintenance (a) Provide optimum operating parameters and clear instructions to the production department for safe functioning of the machinery. For Example • The maximum temperature of cooling water. Instruct that if the temperature exceeds a given value, the machine should be put off. • Provide the information regarding the maximum pressure that a compressor should develop. (b) Provide technical support to the production department for its autonomous maintenance activities. (c) Restore deteriorated condition to normal condition, using inspection, overhauling and replacement. (d) Predict status of the physical condition through condition monitoring techniques and take preventive steps if there are any symptoms of occurrence of breakdown or faulty production.\ (e) Enhance maintenance skills for routine check-up and minor maintenance and repair work. (f) Correct minor design defects if possible, otherwise warn the production manager of the fault so that the machine may not be operated, otherwise defective product will come out. The production personnel have to perform the following functions : (a) Basic maintenance functions such as cleaning, checking of lubricant, water, grease, tightness of nut, screw, etc. (b) Detect deterioration in functional performances through wear debris size and/or size distribution, product quality, noise level, smoke level, temperature of cooling water, consumption of lubricating oil, grease, etc. (c) Maintain operating conditions as specified in equipment manual given by OEM or as suggested by maintenance department. (d) Enhance technical skill for set-up, operation, adjustments and visual inspection. 10.9.1 Zero Defects (ZD) and Zero Break Downs (ZBD) Philip Crosby the creator of ZD, defined quality as conformity to requirements and called for the company wide implementation of ZD or quality measurement. His four principles of quality management are given below. The goal of zero defects is to create a means of promoting perception on essential elements in the pursuit of quality. (a) The definition of quality is confirmation to requirements. (b) The system of defect prevention. (c) The performance standard is zero defects. (d) The measurement of quality is the price of non-conformance. Zero defects and productive maintenance have a common philosophy. While zero defects strive to prevent defects, productive maintenance has emphasized the importance of preventing breakdowns. Since equipment failure is a type of defect, both ZD and PM, in effect are preventive systems aimed in eliminating defects. In TPM operators themselves are the inspectors responsible for quality assurance. ZD is considered a significant factor in the success of just in time production system as well. 10.9.2 Five Counter Measures for Zero Break Down Ideally, breakdowns can be eliminated by maintenance prevention (MP) or adoption of maintenance free design. Defects that go undetected and untreated are called hidden 86

defects. To eliminate failures, we must expose hidden defects and treat equipment before Total Productive it breaks down. The following five steps help eliminate failures : Maintenance and Benchmarking (a) Maintaining well regulated basic conditions (cleaning, lubricating and bolting). (b) Adhering to proper operating procedures. (c) Restoring deterioration. (d) Improving weaken in design. (e) Improving operation and maintenance skills. The inter relationship between the breakdown counter measures is shown in the Figure 10.8.

5 Types of Breakdown Counter Measures

Maintain Adhere to Operating Restore Correct Defects Prevent Human Procedures Basic Deterioration in Vision Errors

Discover Establishes Improvements Repair Method Prevent Prevent Operation Repair Errors

Improve Operation Skills Improve Maintenance Skills

Figure 10.8 : Relationship between Breakdown Counter Measures The above figure shows the relationships between these five counter measures. Everyone involved in equipment operation or maintenance must work to eliminate failures. Figure 10.8 shows division of labour between operation and maintenance departments in pursuing the goal of zero breakdowns. 10.10 EXPECTED CONTRIBUTION BY APPLICATIONS OF TPM

Increase in (a) Labour productivity. (b) Small-group activities. (c) Confidence and morale of operators, maintenance personnel. (d) Innovative ideas generation. (e) Reliability in meeting supply schedule. (f) Functional and physical life of the equipment. (g) Output of the equipment and machinery. (h) Value addition to the operators and maintenance crew. (i) Amicable relationship between production and maintenance group. Reduction in (a) Breakdowns.

(b) Energy wastage. 87

Reliability Centered (c) Wastage and re-work. Maintenance (d) Stock of raw-material and semi-finished components stock. (e) Accidents. (f) Customer complaints. (g) Maintenance cost. SAQ 4 (a) Explain the terms Zero Defects, Zero Breakdown, Zero Accidents with reference to TPM. (b) Explain the five breakdown counter measures. (c) What are the contributions of application of TPM?

10.11 JAPANESE CONCEPTS : KAIZEN

Some areas consume a lot of operator's time in shop floor. In fact these times can be avoided or reduced. A few areas are identified and suitable questions are framed for applying Kaizen. Kaizen can produce the best possible results if these questions are answered satisfactorily : (a) Can we process or inspect the work piece/job/equipment while transporting? (b) Can we avoid lifting or carrying heavy loads? (c) Can multiple handling be avoided? (d) Can we modernize or mechanise the operation instead of carrying out manually? (e) Can we make some arrangement so as to pick up parts easily? (f) Can setting time be reduced? (g) Can we combine two or more tools/operations in to a single tool/operation? (h) Can the arrangement be made for easily filling up, topping up and drainage of coolant? (i) Can chips removal and handling be made easy? (j) Can all the metal guards and covers be replaced by transparent one? (k) Can the control switches and emergency stops be provided nearest to the operator? (l) Can we arrange material and tools in front of the operator (Shadow box) in the sequence of work? (m) Can we reduce an operator's to and fro transportation of material? (n) Can suitable handles or lifting arrangement be provided on Jigs and fixtures to handle easily? (o) Can we avoid the movement required for non- productive elements such as looking, selecting or searching? (p) Can we minimise an operator's waiting time (or enhance machine availability) by line balancing, supplying spares just in time, minimising machine down time? 88

10.11.1 Definition or Meaning of KAIZEN Total Productive Maintenance and KAI means CHANGE; ZEN means GOOD. Thus KAIZEN means Change for Good or a Benchmarking Good Change. 10.11.2 Salient Features (a) It is a continuous improvement tool but not a single-time job. (b) It targets excellence. (c) It co-ordinates between various functions on/off the shop floor. (d) Its outlook is global production system. (e) It is a step-by-step improvement or change for betterment involving employees at grass-root level. (f) It is done by a team (team-approach). The team members belong to the same organisation and even to the same section or department where the problem exists. (g) It is Bottom-up-Approach. (h) It does not need substantial investment. (i) The improvement is experienced in a very short span of time. 10.12 TYPES OF KAIZEN

KAIZEN can be applied with different focus at different situations. However, it is the tool that is more relevant to plant engineering and maintenance, particularly to those who are on the way implementing the TPM culture. Whatsoever the form and outlook of application of kaizen may be, it becomes inherently or apparently the part and parcel of job of the maintenance department. Various types of KAIZEN are : (a) Standard work Kaizen (b) Set-up Reduction Kaizen (c) TPM Focus Kaizen (d) Quality Focus Kaizen (e) Kanban Kaizen (f) 5-S-Kaizen. 10.12.1 Standard Work Kaizen The Standard Work Kaizen does not mean to be applied on a shop-floor only. It can be applied to any area. However it is more relevant to maintenance department since it is not only applicable to the operations and processes but also to layout or equipment. Thus suitably it can be applied in maintenance department also for its operations. Standard work Kaizen consists of the following four components (Acronym POLE) : Process Kaizen Operation Kaizen Layout Kaizen Equipment Kaizen These are explained in the following paragraphs. Process Kaizen Improvements done to eliminate the waste in processing, inadequate technology or design can be categorized under the process Kaizen. 89

Reliability Centered Following are the few examples to attempt for the process Kaizen : Maintenance (a) Optimisation of tool-life. (b) Reduction of unnecessary over machining by better planning. (c) Change the machining sequence to reduce cutting time or machining cycle time. (d) Eliminating or reducing an unproductive time of stroke of the hammer or press or tool for example by Quick Return Mechanism (QRM). Operation Kaizen In this philosophy efforts are made to reduce cycle time. Following are the few examples to attempt for the Operation Kaizen : (a) Change/improving work procedures. (b) Change in the object position vis-a-vis operator or processing equipment. (c) Combining or overlapping more than one operation. (d) Better management of tools inventory. (e) Modification of materials handling system. Layout Kaizen Design a layout in such a way that it is flexible and can be changed to respond to changes in process flow. Layout that can make the job easier and safer for the worker removes drudgery from operator’s job and makes more productive. Layout Kaizen should focus to assure ease and safety in (a) Flow of objects (b) Flow of people (c) Flow of information. How to do? After a decision is taken to change the layout, a full scale card-board cut out has to be made for each machine/equipment. As per changed layout, these cut outs can be laid out in a vacant space so that any interference to man or material besides maintainability can be foreseen. Layout can be changed in any idle shift or off days without hampering production. Attention must be paid to following points while conducting Layout Kaizen : (a) Possibility of standardizing operations. (b) Safety and hygiene of operators. (c) Delays in flow and counter flow of material. (d) Flexible manpower planning. (e) Built in process quality. (f) Maintainability of equipment and machines. (g) No bottlenecks to house keeping, proper collection of chips and their disposals. (h) Prevent flying of chips using chips guards. (i) Flexible hydraulic hoses and electrical cables between machine and panels. (j) Use of single piece conveyors between the machines, wherever required and no trolleys, tables, etc. for keeping 90 Work In Process (WIP).

Equipment Kaizen Total Productive Maintenance and Under equipment kaizen following points need to be considered : Benchmarking (a) Can we reduce cost or miniaturize to suit production volume with in the target time. (b) Is the cycle time to machines/equipment in a given line matching to facilitate one piece flow? (c) Can we reduce the set up change time? (d) Can machine controls and emergency stops be placed nearest to operator? (e) Are the oil filling or checking points easily visible and approachable? (f) Can coolant be easily topped up/filled/drained? (g) Can we improve quality of tools to increase intervals between tool changes? (h) Can we replace all metal guards by transparent one? (i) Can we install one touch clamps to replace manual clamping or automatic ejection device? 10.12.2 Set-up Reduction Kaizen Set up time is the total length of time between the last good part of previous run to the first good part of the next run during this time a machine or equipment is down and not producing parts. This can be divided into two parts : Internal Set up The portion of the set up that can only be done while the machine is shut down External Set up Parts of the set up that can be performed while the machine is producing the parts. Steps for Set Up Reduction Kaizen (a) Review objectives with Team and keep team members informed of all the activities for which their support and cooperation is needed. (b) Video tape the existing set up and define each element. (c) Separate the internal and external elements of the set-up. (d) Post a set-up time bar chart with target time indicated. (e) Convert internal set up to external set-up. (f) Improve all the elemental operations, starting with internal. (g) Develop and train operators in new work sequence. 10.12.3 TPM Focus Kaizen Equipment down time is significant area to control if any firm is thinking of progress. Such relevant problems are addressed through TPM, whose objectives are : (a) To maximise overall equipment effectiveness (OEE) by intensive effort to remove hidden causes. (b) To improve the equipment reliability, availability and maintainability. The following are the steps in TPM focus Kaizen : (a) Establish the basis such as MTBF. Advice team of what to look for during initial cleaning. (b) Before beginning the job; maintenance and plant safety is notified to ensure that equipment is safely put off. 91

Reliability Centered (c) Identify, record and repair minor defects like oil leaks, choked orifices, Maintenance worn guides/gears, missing guards/covers, etc. (d) Record and tag defects that will require maintenance assistance to repair. (e) Mark lubrication and inspection points, prepare and display standard work for daily inspection and maintenance. (f) Provide maintenance by skilled group. (g) Collect data for calculation of MTBF and post results. 10.12.4 Quality Focus Kaizen Following are the steps for quality focus Kaizen : (a) Introduction and review of objectives with Team members and study the data. (b) Discuss the problems with operators concerned on site where the quality problem exists by performing 5W + 1 H (What, When, Where, Why, Who and How). (c) List out the expected levels of quality for the items under kaizen and examine the defects/failures keenly and define the effect or symptoms of quality problems. (d) Look for the signals or physical conditions in the processes that could cause these quality problems. (e) Conclude a statement (Cause and Effect) that exactly defines the problems and construct a cause and Effect diagram, after brainstorming and reaching a consensus. (f) Collect data on identified causes and select the best solution after brainstorming for possible solutions. (g) Implement the solution, monitor and document the results and follow up to ensure permanent implementation of solution. 10.12.5 Kanban Kaizen A Kanban is a tag or card attached to a product to facilitate its proper movement. It is used as an authority to supply material or start production. A Kanban system uses Kanbans as the principal source of information which travels backwards as the material travels forwards. Kanban system is the basis of Just-in-time or pull system production as it ensures that the exact type, quantity and quality of material and at the time needed at the point of use. A Kanban System Therefore, Ensures (a) Pull production (No production or conveyance is done until the next process needs the material). (b) Leveled production. (c) Quality (No defects are sent to following process). (d) Controlled Inventory, only specified quantity as per the Bin Size will be supplied at defined intervals. 1.12.6 5S Kaizen The 5S steps of housekeeping, with the Japanese names and their meanings are as follows : (a) SEIRI : Sort - Clear Out 92

(b) SEITON : Straighten - Configure Total Productive Maintenance and (c) SEISO : Scrub - Clean and Check Benchmarking (d) SEIKETSU : Systematize - Conform and Continue (f) SHITSUKE : Standardize - Custom and Practice SEIRI (Sort-Clear Out) Under this principle first we classify all items into in two categories in terms of necessary and unnecessary. And then the latter is discarded or removed. Usually, a ceiling on the number of necessary items should be established otherwise everything may look like necessary in one way or the other. In usual situations, the department is found with full of unused machines, jigs, dies and tools, rejects, work in process, used/unused materials, supplies and spare parts, sleeves, containers, desks, work benches, files of documents, carts, racks, pallets and many more other materials. A rule of thumb can be taken as to remove anything that will not be used within next 30 days. How to do? (a) SEIEI begins with a red tag campaign. (b) Select an area for SEIEI, (c) Designate appropriate 5-S team and delegate suitable authority. (d) Team members go to the site with a handful of red tags and place them on the item they believe are unnecessary. (e) If red tags are found on items actually required by the site managers, they must demonstrate the necessity for such items. (f) The specific material that is not required in the next thirty days but may be needed in the near future, are moved to their appropriate places such as the warehouses. SEITON (Straighten-Configure) SEITON means configuring the items marked as ‘useful’ and arranging them so as to minimise search time and effort. The minimum number of needed item can be of no use, if they are stored too far from the work station or in a place where they can not be found. How to do? (a) Each item must have a designated address, name and volume. (b) Floor space for bins containing WIP or supplies must be marked by painting. (c) Maximum allowable number is indicated clearly. (d) In nut shell, each item should have its own address and conversely each space should have its designated address. (e) Each wall can be numbered. (f) The gang ways should be marked clearly. SEISO (Scrub-Clean and Check) SEISO is cleaning and also checking. Clean the working environment, including machines and tools, floors, walls and other areas of the shop floor, because when the machine is covered with oil, soot and dirt, it is difficult to identify any problem that may be developing. 93

Reliability Centered It is understood that most machines go under breakdown due to vibration, or wear Maintenance debris or introduction of foreign particles or due to inadequate lubrication. SEISO is a great learning experience for the operators of the machine, since they can make many useful innovations regarding the cleaning of the machines. Naked electrical wires may be covered safely while cleaning the machine. SEIKETSU (Systematize – Conform and Continue) SEIKETSU is interpreted in two ways. One is that to keep each individual safe, clean, neat and tidy by wearing proper and safe working dresses, using safety glasses, gloves and shoes as well as maintaining a clean, healthy working environment. Another interpretation is to adhere to work on SEIRI, SEIRON and SEISO continually and everyday, i.e. systematically observe the above three as a part of the job in the system. For instance, it is easy to go through the process of SEIRI once a while and make some improvements, but without an effort to continue such activities, the situation will soon be back to where it was started. SHITSUKE (Standardize - Custom and Practice) Plant managers must determine who should be involved and the frequency, i.e. how often the 5S team should visit the entire factory. These should take place in such a way that the 5S programme should not disturb the regular work and should not cost in terms of money and time. Thus, a standard procedure, duration, frequency, responsible and authorized persons, etc. for this purpose are to be made. The people concerned should be trained properly about the 5S system and about the significance of housekeeping, cleanliness, orderliness and traceability of the items. 10.13 EXPECTED CONTRIBUTIONS BY APPLICATION OF KAIZEN

Optimising Manpower The excess manpower employed can be identified and optimized through proper load balance. Reducing Work-in-process Inventory (a) Optimal stock of material for the process can be identified. (b) The lot size can be reduced to small. (c) Reconsideration of decisions regarding volume of finished product is possible. (d) Material handling can be reduced and hence rejections or reworking can be reduced. (e) Small and frequent, transport runs can be avoided Quality can be Enhanced (a) A system can be built up that makes it easy to understand the causes. (b) Measures can be taken to stop the process immediately whenever defect occurs. Enhancing Production Capacity (a) Providing simple and in-house developed machine to minimise manual work. (b) Finding out bottlenecks in process or machine. 94 Advantages due to Re-Layout

(a) No delays in flow of material. Total Productive Maintenance and (b) Possibility of better working space and condition. Benchmarking (c) Possibility of standardizing operations. (d) Quality built into to process. (e) Consideration on proper space for movement of trolleys, fork lifts, etc. (f) Ability to realize flexible manpower line. (g) Attentive maintenance. (h) Safety and hygiene. Installation Visual Control on Line (a) Display of standard work sheet at the stations. (b) Pre-warning to the operators on approach. (c) Provides rhythm on the line. (d) Makes line supervisor alert regarding delays in operation. (e) Production control board – to display actual production figures on hourly basis and reason for short fall in planned schedule along with counter measure taken. 10.14 TOTAL MAINTENANCE PLANNING

Total Maintenance Planning includes the planning of the following (A to Z) aspects : A. Lubrication B. Overhauling C. Breakdown or Corrective maintenance D. Safety E. Predictive maintenance F. Maintenance record keeping G. Preventive maintenance including shutdown maintenance H. Reconditioning I. Kaizen activities J. Modifications or Design Out Maintenance K. Inspection L. Spare parts planning and spare parts consumption pattern M. Refurbishing N. Equipment replacement O. Maintenance plan formulation P. Standardisation (of inspection technique, equipment, material, specification, etc.). Q. Materials requirement planning R. Obsolescence (of equipment, technique) S. Scrap and disposal system T. Spare parts manufacture U. Level of training (of maintenance crew, inspection personnel, etc.) 95

Reliability Centered V. Liaison with production department Maintenance W. Liaison with support organization X. Cost control effort Y. Utilities and services (such as compressed air, power generator, water, etc.) Z. Documentation (of history of maintenance of each equipment, breakdown records, type of breakdown, frequency of breakdown, repair time, replacement requirements, etc.) SAQ 5 (a) Define and explain the concept of Kaizen. (b) Discuss the application of Kaizen on Process, Operation, Layout and Equipment. (c) Discuss different focus of application of Kaizen. (d) Enumerate the aspects in Total Maintenance Planning. (e) Write short notes on : (i) Standard Work Kaizen (ii) TPM Focus Kaizen (iii) Quality Focus Kaizen (iv) Kanban Kaizen (v) 5S Kaizen (f) Write short notes on : (i) SEIRI (ii) SEITON (iii) SEISO (iv) SEIKETSU (v) SHITSUKE (g) Explain the role and focus of Kaizen on 5S. (h) Explain the role and focus of Kaizen on TPM. (i) Explain the role and focus of Kaizen on Quality. (j) Enumerate the contributions of application of Kaizen. (k) What are the roles and responsibilities of Kaizen team? (l) Kaizen and TPM are part and parcel to each other. Discuss your views on the statement with some practical examples.

Activity 4 Evaluate the possibility of application of Kaizen in your organisation? ……………………………………………………………………………………… ……………………………………………………………………………………… ………………………………………………………………………………………

Total Productive Maintenance and Benchmarking

10.15 SUMMARY

The increased use of TPM and condition monitoring techniques like online and real data collection systems will mean that the nature of management information systems will change. It is necessary to collect information about equipment performance, convert information through analysis needed for people concerned for decision making at different levels of management. It can be finally stated that organizations adopting high level of mechanization and automation of production processes should adopt a maintenance strategy that takes into account technical characteristics of system (such as the Reliability Centered Maintenance-RCM studied in previous unit) and the related human aspects (TPM) and integrate them to achieve best economic results in maintenance. At closure look at the industry indicates predictive maintenance strategy in replacing concept of failure based and time based maintenance philosophies. On line monitoring systems have proved their utility in case of large capacity complex machines and they are found to be cost effective. While TPM is a proven system for high productivity, cost effectiveness and defect free culture. In addition, the Japanese concepts such as JIT, Kaizen, 5S Approach, etc. if blended with the system, enhance the magnificence of the TPM culture. TPM is a culture, a philosophy and a new attitude towards the maintenance in the plant. It involves wide range of activities in proper operation, failure analysis, design improvement, cost benefit analysis, etc. TPM aims to maximise the equipment effectiveness like terotechnology. It is discussed about the eight pillars of Total Productive Maintenance and equipment effectiveness in maintenance. This unit also covered the TPM template, expected contributions by application of TPM and the barriers to adopting the TPM in the organisation. The Predictive and Productive maintenance and TPM and TQM are differentiated with good clarity. Zero defects and Zero breakdowns of maintenance and applications in reality in the plant are also dealt. The Japanese concept Kaizen in its various focuses of applications (Standard Work Kaizen, TPM focus, Quality Focus, 5S Focus, etc.) are explained because of its more relevance to Total Productive Maintenance. 10.16 KEY WORDS

TPM : The maintenance philosophy to maintaining the equipment design to discard considering all the factors. Just in Time (JIT) : This technique is developed by Japanese that means to act in time when problem arises. Maintenance Prevention : Avoiding the occurrence of maintenance. Zero Break Down : Elimination of Breakdowns by maintenance prevention (MP) or adoption of maintenance free design, etc. JISHU-HOZEN : Carrying out initial or basic maintenance of equipment by the operators themselves and informing of the potential of major breakdown. KAIZEN : KAIZEN means Change for Good or a Good Change (Continuous Improvement). 97

Reliability Centered Standard Work Kaizen : Continuous improvement by eliminating the Maintenance waste in the shop floor. Process Kaizen : Improvements done to eliminate the waste in process, inadequate technology or design. Operation Kaizen : In this philosophy efforts are made to reduce (Method Improvement) cycle time. Adopting the scientific approach in maintenance of the plant. Layout Kaizen : Design a layout and re-layout or change or improve so that it is flexible and can be changed to respond to changes in process flow. Equipment Kaizen : Modify or improve the equipment productivity, efficiency and utility Set-Up Reduction Kaizen : Improve all the elemental operations and develop/train operators in new work sequence. TPM Kaizen : To maximise OEE by intensive effort to remove hidden causes and to improve the equipment reliability, availability and maintainability. Quality Focus Kaizen : Define the problems and construct a cause and effect diagram; after brainstorming and reach a consensus, select the best solution. Kanban Kaizen : A KANBAN is a tag attached to a product to facilitate smooth and proper material (inventory) movement oriented at wastage reduction. 5S Kaizen : The 5S (SEIRI, SEIRON, SEISO, SEIKETSU and SHITSUKE) steps aimed at good housekeeping, waste reduction, safety and hygiene, etc. SEIRI (Sort-Clear Out) : Classify items into in two Necessary and Unnecessary discard or remove the latter. SEIRON (Straighten-Configure) : SEIRON means configuring the items marked as ‘useful’ and arranging them so as to minimise search time and effort. SEISO (Scrub-Clean and Check) : SEISO is Cleaning and also checking. SEIKETSU (Systematize : Adoption of the procedures and methods in – Conform and Continue) proper way in the organisation at either macro or micro level to keep each individual safe and hygiene by proper and safe working and maintaining a clean and healthy working environment. And also to adhere to work on SEIRI, SEITON and SEISO continually and everyday. SHITSUKE (Standardise : Adoption of the systems in the organisation − Custom and Practice) and making them universally applicable (standard) for the smooth functioning of the organisation. By standardizing procedure, duration, frequency, responsible and authorised persons, etc. 10.17 ANSWERS TO SAQs 98

Please refer the preceding text for all the Answers to SAQs. Total Productive Maintenance and Benchmarking