4/24/2018 Maintenance

Management
Assignment - 04

YOGESH KUMAR
BFT/16/L4
Semester - 06
 What is Total Productive Maintenance (TPM ) ?
It can be considered as the medical science of machines. Total Productive Maintenance (TPM) is a
maintenance program which involves a newly defined concept for maintaining plants and equipment. The
goal of the TPM program is to markedly increase production while, at the same time, increasing employee
morale and job satisfaction.

TPM brings maintenance into focus as a necessary and vitally important part of the business. It is no longer
regarded as a non-profit activity. Down time for maintenance is scheduled as a part of the manufacturing
day and, in some cases, as an integral part of the manufacturing process. The goal is to hold emergency
and unscheduled maintenance to a minimum.

Why TPM?
TPM was introduced to achieve the following objectives. The important ones are listed below.

 Avoid wastage in a quickly changing economic environment.

 Producing goods without reducing product quality.
 Reduce cost.
 Produce a low batch quantity at the earliest possible time.
 Goods send to the customers must be non-defective.

TPM Targets:
Motives of TPM 1. Adoption of life cycle approach for improving the overall performance
of production equipment.
2. Improving productivity by highly motivated workers which is achieved
by job enlargement.
3. The use of voluntary small group activities for identifying the cause of
failure, possible plant and equipment modifications.

Uniqueness of TPM The major difference between TPM and other concepts is that the operators
are also made to involve in the maintenance process. The concept of "I
(Production operators ) Operate, You ( Maintenance department ) fix" is not
followed.

TPM Objectives 1. Achieve Zero Defects, Zero Breakdown and Zero accidents in all
functional areas of the organization.
2. Involve people in all levels of organization.
3. Form different teams to reduce defects and Self Maintenance.

Direct benefits of TPM 1. Increase productivity and OPE (Overall Plant Efficiency) by 1.5 or 2
times.
 2. Rectify customer complaints.
3. Reduce the manufacturing cost by 30%.
4. Satisfy the customer’s needs by 100 % (Delivering the right quantity at
the right time, in the required quality. )
5. Reduce accidents.
6. Follow pollution control measures.

Indirect benefits of TPM 1. Higher confidence level among the employees.

2. Keep the work place clean, neat and attractive.
3. Favorable change in the attitude of the operators.
4. Achieve goals by working as team.
5. Horizontal deployment of a new concept in all areas of the
organization.
6. Share knowledge and experience.
7. The workers get a feeling of owning the machine.
 Overall Equipment Effectiveness (OEE)
OEE (Overall Equipment effectiveness) is the main performance measure that drives action
within Total Productive Maintenance (TPM) and is used by the teams to focus their continuous
improvement activities as well as identifying those areas that require resource.
OEE calculation
It is calculated by the following formula,
OEE= Availability % x Performance % x Quality %
The three components of overall equipment effectiveness metric are:
Availability- Availability is the percentage of time available to run the machine within a shift
after losses due to setups and breakdowns.
Availability = Total time available – Breakdowns – Changeover x100
Total Time Available
Performance- The performance percentage is based around the total number of parts that are
produced within available time compared to how many should have made if produced at the
planned (design) rate.
Performance = Total Number of parts produced
Available time X production rate
Quality- It compares the total number of parts produced and the total number of good parts.
Quality = Good Parts x 100
Total Number of Parts Produced
Importance of calculating OEE
 OEE is an important metric as it ties-in well with the objectives of a TPM program that
aims at having zero-defects, zero-breakdowns and zero-stops in the production process
 OEE scores provide a very valuable insight – an accurate picture of how effectively your
manufacturing process is running. And, it makes it easy to track improvements in that
process over time.
 In the preferred calculation you get the best of both worlds. A single number that
captures how well you are doing (OEE) and three numbers that capture the
fundamental nature of your losses (Availability, Performance, and Quality).
 The tracking of OEE is important because by doing so, one will be able to tell whether
the TPM program is working as intended as well as the effect of any improvement
activities.
 Collection of OEE data is therefore an integral part of the TPM program and can be
done either manually or automatically.
How to improve OEE
OEE can be improved by concentrating on the 6 big losses.
 Availability
1. Breakdowns
2. Changeovers
 Performance
3. Minor Stoppages
4. Reduced Speed
  Quality
5. Defects
6. Setup Scrap
5S
5S describes a set of steps used to organize the workplace in the cleanest, safest and most
efficient manner.
5S Steps Activity
 Remove all unnecessary items from the workplace
SORT
 Identify all tools and equipment needed to perform the work
 Organise all required tools and equipment in the most efficient
SET-IN-ORDER
manner
 Clean the workplace thoroughly
SHINE
 Ensure everything is in perfect working order
 Create a consistent way to perform tasks and procedures
STANDARDISE  Achieved through continual application of the SORT, SET-INORDER
and SHINE steps
SUSTAIN  Make a habit of properly maintaining correct procedures

Lean Management
Lean management is an approach to running an organization that supports the concept of
continuous improvement, a long-term approach to work that systematically seeks to achieve
small, incremental changes in processes in order to improve efficiency and quality.
Six Sigma
Six Sigma is a disciplined and quantitative approach involving setting up a system and process
for the improvement of defined metrics in manufacturing, service, or financial processes. The
approach drives the overall process of selecting the right projects based on an organization's
business goals and selecting and training the right people to obtain the results. Improvement
projects follow a disciplined process defined by a system of four macro phases: measure,
analyse, improve, control (MAIC).
Kaizen
Kaizen, also known as continuous improvement, is a long-term approach to work that
systematically seeks to achieve small, incremental changes in processes in order to improve
efficiency and quality.
Poka-yoke
Poka-yoke. Japanese term which means mistake proofing. A poka-yoke device is one that
prevents incorrect parts from being made or assembled, or easily identifies a flaw or error. Or
“mistake-proofing,” – a means of providing a visual or other signal to indicate a characteristic
state.
Kanban
Kanban is a Japanese word that means instruction card. A Kanban can be any visual indication
used to order the requirement of part or component. It is a manual pull device that allows an
efficient means to transfer part from one shop to other.
Maintenance department in Garment Manufacturing unit
Introduction
The maintenance department is responsible and accountable for maintenance. It is responsible for the
way equipment runs and looks and for the costs to achieve the required level of performance. This is not
to say that the operator has no responsibility for the use of equipment when in his hands - he does. The
point is that responsibility and accountability must be assigned to a single function or person whether it
be a mechanic or operator. To split responsibility between maintenance or any other department where
overlapping responsibility occurs is to establish an operation where no one is accountable.
The maintenance of an organization is divided into different teams for better maintenance, some
of them are
 Technical Teams - Core Maintenance - These teams perform core maintenance for the
plant. They are of qualified electricians, mechanics and technicians. The teams are
assigned based on a functional requirement plant wide or on the basis of a geographic
area of responsibility.
 Facilitator and Directional Control Team- Members of this team have been trained and
qualified to provide team organizational dynamics and traditional supervisory functions
as required. With the facilitator, the team must address work performance by
categories, administrating, training/safety/housekeeping, and budgeting and cost
control and information reporting as well as the technical requirements of the team.
These members perform the necessary traditional supervisory functions, especially
related to personnel functions, for the technical teams.
 Work Distribution and Project Coordination Team - This team works with the Facilitator.
Planning and Engineering teams to staff technical teams to meet work load requests,
Inventory requirements, contractor support, and field superintendence of engineering
projects.
 Job Planning Team - This team works closely with the Technical teams and the Facilitator
team to plan and schedule maintenance, overhaul, and contractor work. Where
operators are doing maintenance functions the same applies. In addition, information
and reports are prepared by this team for all other teams as required or requested.
Quality control of the data input is a responsibility of this team Coordination of
production requirements must also be performed
 Technical Assistance Team - This team is a resource to the Technical teams and
Facilitator team for continuous improvements, modifications, trouble shooting, and
corrective action.
 Materials Support Team - This team with the Planning Facilitator team. Technical teams
to meet planned job requirements material requirements.
 Maintenance management Team - This team provides overall coordination of
maintenance and material functions to meet the plant capacity. Overview of budget
and cost control is also provided.
 User/Operator Maintenance Team - This is a team of designated operators who perform
assigned and scheduled maintenance work. They must be selected, trained and qualified
prior to be assigned to this team.
  Plant Engineering Team - This team provides projected for the Plant capital budget
program. They provide consulting and troubleshooting to the Technical Teams on an as
requested basis

Responsibilities
1. Order all materials, including all cleaning, and check all deliveries against the orders.

2. Keep accurate records of all service contracts, etc. and dates of all inspections.

3. Ensure the outside of the building and grounds are maintained to a safe and good standard of
repair, carrying out any works with the minimum disturbance to residents and/or staff.
4. Carry out routine repairs and monitoring on all systems and advise on any potential problems to
manager, e.g.
a) Check Sheet
b) Fire Control log book check
c) Emergency lighting
d) Nurse call system
e) Record of room redecoration
5. Attend training days as required on current legislation and procedures in order to keep up to date,
especially with Health & Safety and fire prevention, and also staff meetings at manager's request.

6. Make every effort to minimise waste and control cost.

7. Ensure tools and equipment are adequately maintained and stored in a place of safety, secured
from access by unauthorised persons.

8. Ensure all electrical appliances brought into the home by residents, relatives and any other
persons are checked by Portable Appliance Testing under the Health and Safety Regulations.

9. Regularly check boilers are functioning correctly and room temperature adequate seasonally.

Ensure that safety and cleanliness within the Home and grounds is to the satisfaction of the
Environmental Health, Fire and Safety at Work Regulations.

10. Ensure Fire Alarm system is activated weekly to ensure proper working order and results
recorded.

11. Liaise with the manager with regard to general 'high' cleaning and any cleaning that would require
assistance in moving heavy furniture, carpet shampooing, etc.

12. Carry out statutory testing of water services in line with company policy and current codes of
practice every six months.

13. Read gas, electricity and water meters and record monthly. On the first of each month readings
to be reported to the Finance Administrator.
14. Use local manual to ensure all special tasks relating to the home are carried out and recorded e.g.
de-scaling boilers etc.

15. Keep gutters and drainage points clear of leaves and debris.

16. Repair fixtures and fittings where possible or liaise with manager if specialist repair is necessary.

17. Assist with induction of staff with operation of emergency exists, fire points and evacuation
procedures. Keep a record of all instructions given as required by manager, especially where use
of equipment is involved.

18. Ensure all staff are aware to use the Maintenance Person first for any repairs before calling out
any specialists, as the cost implications are high.

19. Acknowledge that all building works and major refurbishment will be co-ordinated and controlled
by the manager.

20. When off duty, be prepared to give advice over the telephone and/or be called out to the Home
in emergencies.
This job description is intended to give the post holder an appreciation of the role envisaged and the
range of duties. It does not attempt to detail every activity, and specific goals and objectives will be
agreed with the post holder at regular intervals.

Spare part Inventory management

Spare parts inventory contains the list of all the small parts required for a machine which are likely to
break or deteriorate easily. These are over the counter parts of any machine and are very crucial for
repairing any kind of machine.
A maintenance manager should always have these parts available in his factory. These parts should not
be in abundance so as to occupy a lot of space but should be enough when required. The spare parts
manual usually describes the amount of small parts required for any machine.
The department is responsible for managing inventory based on demand and cost targets. They must be
able to maintain stock at a level that enables internal servicing and repair departments to complete
their work without delay. However, they must also avoid the costs of carrying excessive inventory. Parts
managers must have knowledge of stock-control systems so that they can effectively record and analyze
the movement of parts. They must also maintain accurate records of parts replaced under warranty and
details of faulty parts.

Responsibilities Related to spare part inventory management

Understanding existing (or projected) consumption
Because repairs happen due to system failures, rather than as part of a production plan, many logistics
professionals overlook consumption predictions.
Depending on the age of the MRO, spare parts consumption can be based on either actual historic
consumption, or projected based on equipment manufacturer preventative maintenance
recommendations and fleet records of other system owners.
Calculating system failure costs
In-stock levels and the size of your on-site inventory should be directly linked to costs of system failure
or “down time”. Every machine in a production facility plays a role.
Some have redundancy, like the multiple fork lifts in a warehouse, while others act as a single point of
failure for the whole building, such as an automated full-building outbound sorter.

Estimate soft cost impact of out-of-stocks

It is a picture familiar to many industry professionals: parts hoarded in toolboxes, a spare motor under a
desk in the maintenance supervisor’s office, or the "secret stash" closet with thousands of dollars worth
of parts.
Reducing inventory dollars on the books as part of spare parts inventory management can lead to an off-
books rise in inventory costs. You are guaranteed these behaviors will start when your out-of-stock rate
in your frequently requested spare parts inventory reaches 4-5%.

Work with vendors for cost-reduction and in-stock improvement

In many instances, leveraging vendor relationships will allow you to reduce your overall inventory
dollars and keep better in-stocks.
Rather than using your own time and resources to monitor spare parts usage, establish reorder points,
and project parts required for preventative maintenance, the manufacturer can often provide you a
starting point for your stocking levels.
In the best cases, you can find vendors willing to provide spare parts inventory management on a
consignment bases: you pay only for parts consumed.

Calculate costs (hard and soft) of expedited orders

It is sometimes impossible to maintain a spare parts inventory for every contingency. The key is to
establish an expedited spare parts ordering process and understand the costs involved. This allows
subordinate managers and maintenance person to make good decisions on what to expedite and what
to order on standard orders.
These five steps are just the beginning to achieving optimum spare parts inventory management. From
these basics, you can measure, evaluate and further stream line your spare parts inventory control
processes.
Cost reduction, increased system availability, and improved moral because workers have the tools they
need to do their jobs are just some of the benefits you can experience.