tpm basic training [compatibility mode]

8/11/2019 TPM Basic Training [Compatibility Mode]

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Balasore Alloys Limited

TPM is Total Productive Management

It is a production management method developed in Japan over past

several decades starting from 1971. With production at its centre it has

evolved into a program which encompasses nearly all aspects ofcompany's operations. TPM creates a corporate culture which constantly

strives to eliminates losses thro” overlapping small group activities within

the site. When implemented in its true form it is possible to achieve the

three Zs of TPM – Zero defect, Zero breakdown & zero accident




S N Activities Sub -Activity Year 2010 Year 2011

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

1 General PQCDSM Target SettingWeekly Review of Pillar activities

5S Activities with Marking of passages & gang way

2 JH Pillar Step 1 Clearance

Step 2 Clearance

Step 3 Clearance

Step 4 Clearance

3 KK Pillar Loss tree preparation

Kaizen generation to reduce losses

Loss cost matrix preparation

Review of Loss Tree

4 PM Pillar Preparation of CLIT Standards

Preventive Maintenance Compliance Monitoring

Focus on repetitive failures & Why Why analysis

Countermeasure effectiveness rate calculation

MTBF & MTTR calculation for critical machines

PM Kaizens to improve MTBF, reduce MTTR & reduce

maintenance cost

Spares & Lubrication Management

Master Plan




Output Category

Performance Indicators UOM

Level 0BM Target Target

Level 1Target

Better Responsibility

08-09 09-10 10-11 11-12

P

01 O.P.E % KK JH PM

02 Production MT/Year KK JH PM

03 Labour ProductivityMT/EMP/Year KK PM JH

04 Breakdown Nos./Month PM JH KK

05 Breakdown Hrs/Month PM JH KK

Q

06 Internal Rejection & Down gradation (Wt %

Production)% QM KK JH

07 Customer Complaints (Wt % Despatch)% QM KK JH

C

08 Sp. Energy Consumption KwH/ MT KK PM JH

09 Maintenance Cost /MT USD/ MT PM JH KK

D

10 Inventory Turnover Ratio Times OT KK QM

12 Compliance to Delivery % OT QM KK

S

13 Accident Major Nos./Year SHE JH PM

14 Accident Minor Nos./Year SHE JH PM

15 SPM in Air ‘mg/NM3 SHE PM JH

M

16 Kaizens & Suggestions Nos./Emp/yr. JH PM ET

17 Training Hrs./Emp/yr. ET PM JH

BM & Targets




Workplace Management

the “5 S” way




1 S – SEIRI ( Sorting )

Do

• Select an area & mark boundary

• Start sorting between wanted & unwanted items

• Put tags to unwanted items & remove them

Benefit:

• Creation of space

• Less searching time

Success identif ier

• No. of items removed

• Amount of space created

Before

After




2 S – SEITON ( Segregation )

Do

• Allocate space for each item

• Put labels , markings in each space

• Keep the item in designated place only

• Use vertical space as much as possible

Benefit:

• reduced inventory

• Less searching time

Success identif ier

• No. of visuals , markings




2 S – SEITON ( Segregation )

2 S for too ls

2 S for office




3 S – SEISO (Cleaning )

Do

• Clean thoroughly

• Remove dirt , dust, oil , grease etc.

• Find abnormalities – missing parts , non

functioning items, leakages, wires not clamped,

wires on floor, items not at designated places

etc.

Benefit:

• Neat & clean workplace

• Concept of abnormality detection

Success identifier

• No. of small abnormalities detected




Jishu Hozen




Unsafe

Work place

Lack of ownershipof Machine. I

operate and you

maintain mind set

was prevailing

BACKGROUND

Lots of sourcesof Contamination

and Hard to

Access Areas

High material spillages& dust generation during

operation resulting in high

forced deterioration of

the equipment

Poor knowledge about equipment

& related

operations

Dirty equipment

& surroundings

Background




Make work

place safe

Change mindset toI Operate & I

Maintain “This

is MY Machine

& I Maintain”

AIM

Eliminate Forced

deterioration

on Equipments

Eliminate the sources

of contamination &

hard to access areas

Improved

knowledge

about equipment

& related

operations

Maintain cleanliness

& basic conditionof the equipment

Aim




Basic Concept

Jishu Hozen Seven Steps to Become An

Operator Strong on Equipment

Step 1 Initial Cleanup

Step 2 Implement counter measures

Step 3 Tentative Standard

Step 4 General Inspection of Equipment

Step 5 General Inspection of Process

Step 6 Standardization

Step 7 Autonomous Managt.

3. Master how to repair

the equipment & and how to

evaluate the product quality

2. Study the mechanism and

functions of equipment and

machines

1. Familiarize with the concept of

equipment maintenance and

improvement

Jishu Hozen

7 Steps

“This is

My

Machine,

I

Maintain”




Purpose: Bring A Machine back to it’s original Condition by stopping theforced deterioration ( Negligence).

Making operator owner of the Machine

Method: 7 step approach.

Jishu Hozen




Training of the operator in JH Step 0-3.

.

• Fuguai Concept .

•

• 1s / 2s / 3s. Concept

• М/c boundary

• Safety Procedure dur ing JH activity.

• Arrangement of cleaning tools, l iqu ids , cleaning clothes etc .

• Completion of 1S, 2S in Machine area.

•

JH Step 0 : Preparation




Structure and

floor.

Hole in floor /passage./

Oil water on floor./No floor/uneven floor./Damaged floor.Ladders without hand supportStructure at height without toe guard.Projected item on floor /machine chips on floor.

Safety. Rotating parts without cover.Missing V belt guard.Vibration.NoiseHeatProjected items on floor / machines

MachineMissing parts.Non functioning partsVibration-Abnormal.Noise-Abnormal.Heat-Abnormal.

SMALL DEFECTS-“FUGUAI”




JH Step 1 – init ial cleaning up

1.Тhorough cleaning of M/c & m/c parts

2. Identifying Fuguais whi le cleaning & Putting Fuguai tag

Red tag - Maintenance , blue tag- Operator

3.Rectification of fuguais

4. Audit for step 1 clearence >80 % Step cleared

JH Step I : Initial Clean up




JH Step 2 - Contermeasures

А.Identify the Hard to acess areas. . Hard to clean

. Hard to lubricate

. Hard to Inspect

. Hard to tighten ( boltеs /Nutеs/ Covering) & take Countermeasure / JH Kaizen to

reduce the cleaning, lubrication , Inspection and tightening time

B. Also find the source of Contamination .

. Leakages of oil , water , steam etc.

. Dust entering in rotating parts / bearing / lubricants

& take Countermeasure/ JH kaizen to solve them.

C. Audi t > 80% Step Cleared

JH Step 2 : Countermeasure to Hard to Access areas




Step 3 : Tentative standarts & Visual Control

Visual Control in M/c parts, lubrication level, Gauges etc. / . Визуалния контрол се

отнася за частите на машината , нивото на маслото, начина на

разглобяване и други.

Making CLIT (Cleaning / Lubr ication / Inspection / Tightening ) Standards (

Time )

JH Step 3 : Tentative standards & Visual Control




Kobetsu Kaizen




ion of Kaizens

4.1 Different purpose of Kaizens

4.2 Different type of Kaizens

4.3 Sample Kaizens




KOBETSU KAIZEN

In Japanese Means “ Focused Improvement”

Focussed on

a. 16 Losses ( Source - Loss tree , OEE / OPE )

b. Cost Losses ( Source - Cost loss matrix )

Resulting in OEE / OPE improvement

By

a. Improving Availabilityb. Improving Performance rate

c. Improving Quality rate

Small , medium & big level Kaizens to be done to achieve this




KAIZEN

KAI - In Chinese Means “ Change”

ZEN – In Japanese means “ High point or Better level”

KAIZEN means – Change for more height or betterment

Practically , Kaizen means improvement projects done by using mostly brain power with

very less money

KAIZENS can be of 3 Type

“ A” Type Kaizen – Big Kaizen - Management approval required

“ B” Type Kaizen – Medium Kaizen – By Departmental teams

“ C” Type Kaizen – Small Kaizen – JH team / TPM Circle




. oss o me or ac ne no runn ng

1. Planned shutdown loss – Stoppage of machine due to planned maintenance

on preventive maintenance of machine

2 .Equipment failure loss – Time loss due to breakdown

3. Production Adjustment loss – Time loss when changes in supply & demand

require adjustment to production plans

4 Process failure loss – Time loss in shut down due to external factors such as

changes in chemical or physical properties of material being processed,

operating errors, defective raw material etc.

5. Normal Production loss – rate & time loss at plant start up, shutdown or

changeover

6. Abnormal Production loss – Production Rate loss occurring when plant

underperforms due to malfunctions & abnormalities

7 Quality defect loss – Loss caused due to producing reject able material or

financial losses due to product downgrading

8. Reprocessing loss – Loss due to passing material back through the process

KK Loss – Process Industry




1.2 MAN RELATED LOSS

9.Management loss – Waiting loss for decision,instruction; Wait loss for tools ,materials ,

10. Excessive cleaning loss – Loss due to frequent

cleaning due to leaks, spillage, block of process

flow, overflow, corrosion , poor plant conditions,

etc.

11. Frequent adjustment loss – Loss due to

improper line organization or operator need to

work on multiple machines at the same time.

12. Distribution loss – Delay in receiving material,

tools & time lost for that., time & material loss dueto too much handling during distribution

13. Testing & Analysis loss – Loss due to too much

sample testing due to quality problem





1.3 MATERIAL RELATED LOSS

14. Energy loss – Loss of electricity, gen. fuel during

idle running of machine & over consumption due to

poor condition of machine, leakages. Consumption

more than designed specification is loss

15. Equipment loss – Premature failure of tools &

instruments, catalyst or chemical, refractory items,filters, heat exchangers & other premature capital

replacements

16. Yield loss – Difference between input materials &

output material weight (Defective materials,

generated chips etc.)





Kobetsu Kaizen Flow Chart

A Category

Kaizen

C Category

Kaizen

B Category

Kaizen

Generate Kaizen

Themes for Losses

reduction & categories

Procurement

of newspares/

modifications

on equipment

Procurement of

newequipment/

Major

modification

Procuremen

t of newmajor

equipment

Sum up by Sub Committee

Feedback to IFC Sub

Committee

Feed back to JH/PM Sub

Committee

Form execution

team & implement

Review of Results & effects

Sheet 04 of 23

4.4 Basic Concept

Review Target Loss Eliminated

Execution by

JH Team

Identification of Losses

Company Target

Plan improvement

& get investment approval

Execution by

Inter departmental Team




Sample KK Loss Tree




4.0 KAIZENKaizens are improvements done with the

following:

a. Wisdom

b. With definite purpose – History of

problem with data

c. Effort

Kaizens target can be of 3 types:

a. Elimination of problem

b. Reducing the problem

c. Controlling the problem – arresting

variation in performance

QM - KK

a. Reduction of rejection

b. Reduction of rework

c. Reduction of Customercomplaint

Kobetsu Kaizens

Reduction of 16 losses

Improvement of OEE / OPE

reduction of cost from cost loss matrix

JH Kaizens

Reduction of time for Cleaning

Lubrication

InspectionTightening

Elimination of Source of contamination

dust

dirt

leakages

PM Kaizen

Increase of MTBF

Reduction of MTTR

Reducing Maintenance cost




KAIZEN B Type KAIZEN NO. -

KK JH SHEPM QM

1. Problem/

Burning of the hot metal carriages due to

flooding with hot metal

2 Analysis

During operation with hot metal carriages

under the blast furnace, hot metal falls over

the carriage.

3. Idea

The platform is bordered (with v-shaped

metal) and covered with granulated slag.

4. Benefit

Increasing the life of the hot metal carriages.

Decreasing the expenses for repair, saving of

man power.

Savings: 7 000 BGN

DATE OF REGISTRATION :

DATE OF COMPLETION

PLANT

MACHINE

7. Before (Sketch /Photo ) 8. After (Sketch /Photo )

5. Team:

6. Saving calculation

9. Signatures: :

Kaizen Leader

......................................................

)

KK Pillar Head/ : ............. ..............

TPM Specialist/ ……………………




KAIZEN “ C” TYPE

BENEFIT: Reduct ion of searching time for Operator / Maintenance person




SMS – OPE Factors’ Trend (July’09 – Jan’10)

Avalabil ity Rate (%)

44% 46% 46%

31% 37% 34%

10%

0%

10%

20%

30%

40%

50%

60%

70%

July'09 Aug'09 Sept '09 Oct'09 Nov'09 Dec '09 Jan '10

Target (60%)

Performance Rate (%)

74%75%

71%

76% 76%

73% 73%

60%

65%

70%

75%

80%

85%

90%

July'09 Aug'09 Sept'09 Oct'09 Nov'09 Dec'09 Jan'10

Target (85%)

Quality Rate (%)

86%88%

95%95% 94%95% 98%

75%

80%

85%

90%

95%

100%

105%


Target (100%)

OPE (%)

28% 31% 31%

22%27%

24%

7%

0%

10%

20%

30%

40%

50%

60%

July'09 Aug'09 Sept '09 Oct'09 Nov'09 Dec '09 Jan '10

Target (51%)




SMS – Factors Affecting Availabil ity (July’09 – Jan’10)

Equipm ent fail ure loss (in Hour)

5242

58

96

289 14

020406080100

120

J u l y ' 0

9

A u g ' 0

9

S e p t ' 0

9

O c t ' 0

9

N o v ' 0

9

D e c ' 0

9

J a n ' 1 0

Shutdown loss (in Hour)

69

93

54

45

67

18 23

0

20

4060

80

100

J u l y ' 0

9

A u g ' 0

9

S e p t ' 0

9

O c t ' 0

9

N o v ' 0

9

D e c ' 0

9

J a n ' 1 0

Process failure loss (in Hour)

72

45 4537

49

14 12

0

20

40

60

80

J u l y ' 0 9

A u g ' 0 9

S e p t ' 0 9

O c t ' 0 9

N o v ' 0 9

D e c ' 0 9

J a n ' 1 0

Setup and Adj ustment loss (in Hour)

3227

3126

38

2213

0

10

20

30

4050

J u l y '

0 9

A u g ' 0 9

S e p t ' 0 9

O c t ' 0 9

N o v ' 0 9

D e c ' 0 9

J a n ' 1 0

Management loss (in Hour)

598 591 590825

674

254

1277

0

500

1000

1500

J u l y '

0 9

A u g ' 0 9

S e p t ' 0 9

O c t ' 0 9

N o v ' 0 9

D e c ' 0 9

J a n ' 1 0

Avalabil ity Rate (%)

44% 46% 46%

31%37%

34%

10%

0%

10%

20%

30%

40%

50%

60%

70%

July'09 Aug'09 Sept '09 Oct'09 Nov '09 Dec'09 Jan '10

Target (60%)




SMS – Factors Affecting Performance Rate (July’09 –Jan’10)

Equivalent Billet Loss (in MT) due to Speed Loss

5755

3767 4215

1522 1393

59816486

0

1000

2000

3000

4000

5000

6000

7000

Jul y' 09 Aug '09 Sept '09 Oc t' 09 Nov'09 Dec '09 Jan'10

Performance Rate (%)

74%75%

71%

76% 76%

73% 73%

60%

65%

70%

75%

80%

85%

90%


Target (85%)




PLANNED MAINTENANCE




Planned Maintenance focuses on the action related to

MAINTAINABILITY and RELIABILITY of equipment. Inthis process, equipment & design weakness arecorrected and ideal state of equipment parts aremaintained & maintenance skills improvised.

This results in improvement in quality of products andleads in finally reducing breakdowns to zero.

MTBF is a measure of Reliability of the equipment

MTTR is a measure of Maintainability of the equipment

Concept of Planned Maintenanc




Achieve Zero Breakdown

Minimize breakdownby accurate findingof Root Cause (Why– Why Analysis) &Countermeasureimplementationthereafter

StrengthenPreventive (TBM) &Predictive (CBM)

Maintenanceby rationalizationefforts

To ImproveMaintenanceSkill& MinimizeMaintenanceCost

To improveequipmentReliability(Extend MTBFReduceMTTR)

Aim of Planned Maintenanc




MTBF – Mean Time Between Failures =

Total time -Total Down Time Due To Break DownsNumber of breakdowns

As we do TPM/kaizens, this should increase. Higher the value ofMTBF, Better is the health of Machine

MTTR – Mean Time To Repair = Total Down Time Due To Break Downs

Total Number Of Breakdowns

This should decrease with implementation of kaizens. Lower isthe value of MTTR ,Better are the maintenancespractices/systems.

Calculation of MTBF/MTTR




Resul

Result Areas Indices Better Bench mark(Presentstatus)

Target Actual

P(Productivity)

No. of Breakdowns

MTBF of criticalequipments

Q (Quality) CountermeasureEffective Rate(CMER)

Maintenance skill

C (Cost) Maintenance Cost

D (Delivery) MTTR of criticalequipments

M (Morale) No. of PM Kaizens




pproac•ABC Ranking of the equipments1.A type equipments’ failure cause production stoppages,

2.B type equipments’ failure cause slowing down of production rate,3.C type equipments have a standby/alternate equipment that can be used duringfailure

•Stack column graph for plotting no. of sporadic & repetitive failures on monthly period

•Watanabe method of classification of breakdowns & monitoring& why why analysis thereof.

•Periodic Maintenance System - TBM (Time based maintenance) i. e. The maintenance activity to be carried out based on the schedule prepared based onthe manufacturers’ recommendation and past experience.

•Predictive Maintenance System - CBM (Condition based maintenance)i. e. Based on the condition of part decide whether to change or not.

•Mapping of breakdowns on plant layout display for clear visibility to highlight mostproblematic area/equipment w.r.t. type of delay.




Predictive Maintenance Syste

For implementing CBM, introduce Equipment Diagnostic Technology

Equipment Diagnostic Technology consists of various techniques tograsp present conditions of equipment and to predict andanticipate the cause of future irregularities or failures

The following are the various diagnosis methods

1. Vibration Method2. Oil Analysis Method3. Temperature Method4. Thermo graphic Method5. Dimension Measuring Method6. Liquid Penetrate Method7. Insulation Measuring Method8. Electric Resistance Method




eploymen

1.Guidance to JH

2.CMER Improvement(Countermeasure effective rate)

3.PM Kaizens Implementations

4.Maintenance Skill Enhancement




•Removal of Yellow Fuguais

•Help J H teams to prepare & implement CLIT standards

•Technical assistance to J H teams for doing Kaizens

1. to eliminate Forced deterioration,2. to eliminate Hard to access areas

3. for reduction in CLIT Time

1. Guidance to J ishu Hoze




2. Calculation of CMERCountermeasure effective rate =

why why rate x decision rate x implementation rate

why why analysis rate =No. of why why analysis done Total number of breakdowns

Countermeasure decision rate =Countermeasure decidedNo. of why why done

Countermeasure implementation rate =Countermeasure implementation done

No. of Countermeasure decided

(Total no. of breakdowns will include all repetitive failures &sporadic failures more than 30 minutes)




• The purpose of Why-Why analysis is toidentify correct root cause for failures &taking countermeasures on the rootcause identified to prevent any future

recurrence of the problem.

• Why should be asked till the answerindicate to the five root causesmentioned in the next slide.

2a. Purpose of Why – Why Analysis




2b. Why Do the Failures Occu1. Inadequate Basic Conditions

-Cleaning , oiling, greasing & retightening not being done.

2. Operating Conditions are not observed

-Conditions preset during design exist for the equipment but they are notfollowed.Example: Current , Voltage, RPM etc.

3. Deterioration not restored -Neglect to identify deterioration & to restore it correctly.-Neglect to correctly check & inspect and to perform preventive repair tocorrectly restore deterioration.

4. Internal design weakness exists Due to lack of technology or errors during design, manufacture & installation

5. Lack of skillsDue to repair error, operating error or other causes




• Improvement activities that extend

MTBF

• Improvement activities that shortenMTTR

• Improvement activities that reducemaintenance cost.

M or e of B r ain & l ess of invest ment

3. What are PM Kaizen Themes




• Listing of Trades required for all Maintenance

activities.

• Listing of ‘set of skills’ required for each trade.

• Rating each maintenance personnel on a scale of(1 – 4) against each skill.

• Person getting ‘4’ for a particular skill is identifiedas a trainer to impart on the job training to otherson that skill.

4. Maintenance skill Mappin

Evaluation Level (scale of 1 – 4)

1. Understands intellectually but cannot perform2. Can perform work to some extent3. Can perform work with confidence4. Can teach others




Education & Training Pillar




TPM

8 Pillars

A u t o n o m o u s

M a i n t e n a n c e

K o b e t s u

- K a i z e n

P l a

n n e d

M a i n t e n a n c e

Q u

a l i t y M a i n t e n a n c e

I n

i t i a l f l o w

C o

n t r o l

E d u c a t i o n

&

T r a i n i n g S a

f e t y

, H e a l t h

& E n v

i r o n m e n t

T P M

i n O

f f i c e s

Total Productive Maintenance - TPM




Develop a

Training

Paradigm for

Skill Development

Adopt improvement

techniques &

involve people

Reduction of Material,

Energy related losses

and lower the

Manufacturing cost

Enhance Awareness, Knowledge & Skill

related to process or equipment both ofOperations & Maintenance personnel

What is the Aim of Education & Training Pillar




Safety, Health & Environment




Our Concern

UnsafeWorking Place

& Condition

In sufficient

Road &Greenery

Development

UnsafeWorking

Practices

High numbers

of accidents

Background




Our Goal

Create SafeWorking Place

& Condition

Green

Environment

To Ensure safeWorking

Practices by

Safety Training

To Achieve

ZERO Accidents

Aim




Identification of

Health hazard

Practices & areas

Healthy Employees

Training & Education

Practicing & Self Management

Standardization

YES

Analysis of condit ion

Counter Measure

Evaluation of System

Review

NO

Basic Concept

Safety, Health & Environment

ZERO AccidentIdentification

of unsafe areas &

Unsafe practices

Green EnvironmentIdentification of

Environment

improvement areas

Action Plan




Chapter 7:Quality Maintenance




Off spec

Generations

Defects &

Customercomplaints

Rework

Uncontrolled

ProcessParameters

Customer

complaints

7.1 Background




To Eliminate

off- specgeneration

To Achieve

Zero CustomerComplaint

& Defect

To Eliminaterework

(blending)

To Achievehigh Process

capability

To sustainZERO

Customer

complaints

Aim




Basic Concept

Reduction in Defects & Rework

Analyze the problem & identify the

root cause & plan countermeasure

Implement countermeasure

resulting in improvement Cpk value

Quality Inspection &

testing

Assured Quality at

each process level

Mistake Proofing (Poka

Yoke), 4M conditions

Create Quality

assurance matrix




Classify the Complaint (Metallurgy, Size, Packing, Mixup, etc.)

Analyze the problem & identify the root cause & plan countermeasure

Implement countermeasure

Check

effectiveness

of the Counter

measure

Standardize the countermeasure through Poka Yoke, 4M conditions

Horizontal deployment of the countermeasure

Methodology to eliminate customer complaints

Repeat

complaint

Review the previous corrective

Actions taken by the team

Yes

Formation of team & compliant review at Gemba

No (New Compl iant)




Chapter 8:Initial Flow Control




More Design

Lead Time for

developing amodified

Product

More no.of

Trial Runs for

a modified

Product

More no.of

Customer

Complaint

More Modified

Product

DevelopmentCost

Modified Product Development Management

Day1 Day 30

Long modified Product Development Cycle

So

Long

Product Development Management

Background




Modified Product Development

To minimize Design Lead Time for developing a modified Product

To minimize no.of Trial Runs for a modified Product

To achieve ZERO Customer Complaint

To minimize development Cost Less

DesignLead Time

To eliminate buffers

In modified Product Cycle

Time

Aim

High

Customer

Satisfactio

n



Balasore Alloys Limited Sheet 04 of 26

Prepare SOP & train personnel

Customer Requirement

Check raw

material type

availability

Check

Process

capability

Selection of Process & raw material type

Available Capable

Develop new

raw material

balance

Not Available

Install new/

modify equipment

Not Capable

Customer feedback & Resolution

Production in bulk lot & verify at customer end

Trial production & verify

Basic Concept




Long

startup time

No concept of

Life Cycle

Costing

Difficult tooperate

& maintain

machine

basic condition

& approach

Poorequipment

Design &

layout

Poor reliability

& general

maintainability

No concept ofMaintenance

Prevention

New Equipment

Development

Equipment Development Management

Background




Equipment Development

Aim Aim

Better equipment

design and layout

To introduce the concept of

Life Cycle Costing (LCC)

To achieve low

startup time during

commissioning

To make easy to

operate and

maintain the

machine

To achieve better

reliability and general

maintainability of

machine

To establish system of

collecting & implementing

concept of Maintenance

Prevention Design

Aim8.2.2

C




Equipment Development

Management

Project Lead Time

(From Design till

Test Operations)

Trial Run Process

Optimization

Production @

Target OEE

Vertical Start -up

MP information sheets preparation

Adoption of MP Sheets for new equipment

Upgrade equipment

Basic Concept




Chapter 10:Office TPM

B k d




High Lorry

Turn Around

Time

Poor support

function work

efficiency

BACKGROUND

High

Inventory level

High Accountsfinalization &

Payroll

Processing time

Lot of wages

related

Complaints

Unorganized

Office Areas &Poor Material

Storage

Poordocument

traceability &

high retrieval

time

Background

Ai




Reduction inlead time & cost

in support

functions

Accurate &

timely payroll

processing &

accounts

finalization

Improving the

OverallEfficiency of the

organization

Clean and TidyOffice

Environment

Reduction in

Inventory

Systematic

method for

document

traceability

Improve in bound

– out bound &

internal logistic

activities

Organized

Material

Handling

Aim

BM d T t




Pill

ar

SN Parameters UOM Level 0

01 - 02 02 - 03 03 - 04 04 - 05 05 - 06

Level 1

06 – 07

Responsibility

Prima

ry

Second

ary

JH 01 Document retrieval time Min OT JH

02 Overall Office Work

Productivity

% OT JH

03 Material issue time Min OT JH

KK 04 Accounts Finalization Days OT KK

05 Payroll Processing Days OT KK

06 Inventory – FP Days OT KK

07 Wages related complaint(Employees)

Nos./Month

OT KK

08 Truck clearance time –

Raw Material

Hrs. OT KK

09 Truck clearance time -

Finished Product

Hrs. OT KK

10 Logistic Cost Rs/MT OT KK

ET 11 Multiskill in officefunctions

CumNos.

OT ET, JH

12 Employee Absenteeism % OT ET

BM and Targets

Basic Concept



Horizontal deployment

Evaluation of skill level& further enhancement

Initial cleaning

Fault Finding

Identify 7 types of Loss,

gaps between existing &

ideal work states

Review of existing

work methods

Identification of

improvement areas

Kaizen implementation

& evaluation

Education & Training

Basic Awareness

Specialized, functional &

Multi skill training

Office Area

Jishu Hozen

GOAL

Improving

EfficiencyOf Total Production

System

Problem/Losses

identification

Promote Autonomousmanagement Activity

Standardization

Analyze Present work

system, procedure

Kobetsu Kaizen

Basic Concept

tpm basic training [compatibility mode]

Documents