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 o 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 74 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 Health Prevention 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