TPM by Management dtj

Manufacturing Excellence through

TPM by Management

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 TPM by Management dtj
Audience

Corporate Function Manufacturing Heads

Heads

• Finance • Business unit heads

• Materials • Plant heads

• HR • Pillar Chairman

• Marketing • Process Incharge

• Development • Plant Function Heads

• Engineering

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 TPM by Management dtj
TPM at Organization
Contribution by Each
Drive by Management Shop Floor Team
KK / QM / JH / PM

Support Function Team

OTPM /ME /PPC/ STORE

Corp. Functions Team

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 TPM by Management dtj
TPM at Organization
Contribution by Each
Drive by Management Shop Floor Team
KK / QM / JH / PM
1. Work on losses under your control
2. Highlight losses not under your control

100%
90%
80%
70%
60%
50%
40% 35%
30%
30%
20%
10%
0%
Effort Result

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 TPM by Management dtj
TPM at Organization
Contribution by Each
Drive by Management Shop Floor Team
OTPM /ME /PPC/ STORE
1. Support plants to achieve Plant
PQCDSM by improving support
2. Work for Cost efficient not for cost
reduction
100%
90%
80% 70%
70%
60%
50%
40%
30% 20%
20%
10%
0%
Effort Result

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 TPM by Management dtj
TPM at Organization
Contribution by Each
Drive by Management Shop Floor Team

1. Support plant support functions

2. Standardize
3. Systemize
4. Bench mark good practices – HD
5. Decide strategy to become cost
efficient
6. Guide plant support functions to go
ahead with strategy
7. VA/VE Approach

100%
100%
90%
80%
70%
60%
50%
40%
30% 20%
20%
10%
0%
Effort Result

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 TPM by Management dtj
Rules of the Game
OEM’s today when give us Business opportunities
It’s always with,
Discussed, Agreed & Committed by us for,
 On time development
 Product proving
 Product Productionize with Quality & Delivery norms
 As per agreed Cost / Price / Fixed Investment / Environment norms
Once given Commitment
1. Team has to Operate & Perform to meet

Customer Delight Stake Holders Delight

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 TPM by Management dtj
Present Status

Individual functions in company improve and try to become most efficient yet,

Together they reflect to be inefficient

Which is a threat to company’s financial health

in tern, it is a threat to stake holders how long company can operate like this…?

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 TPM by Management dtj
What to Do?

TPM - Total Productive Maintenance is a tool proven nearly 50 years,

To be used to come out of situation and meet the objectives

 Some misconceptions about TPM…

TPM is a tool to be used by only shop floor – Front line People

TPM is additional task than my routine

TPM is not the solutions for meeting challenges in business

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 TPM by Management dtj
What is Right then…
o TPM understands Business Model & Targets

o Establish TPM organization within exiting organization structure

o Link KMI to KPI to KAI to meet KMI in line with Company’s Vision &

Mission

o Establish a network of team members, who will have continues focus on

KAI to meet KMI

o KMI – In line with Companies Vision & Mission

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 TPM by Management dtj
Linkage of KMI to KPI to KAI (Example)
Key Management Key Performance Target
Key Activity Index (KAI) Responsibility
Index (KMI) Index (KPI) Date
1.1.1 Reduce set up change time
loss Kaizens
1.1.2 Reduce set up change
occurrence Kaizens
1.1.3 Reduce Tool change time loss
1. Increase Kaizens Cell Front Line
1.1 Increase OEE
Productivity 1.1.4 Reduce Tool change + KK Chairman
occurrence Kaizens
1.1.5 Reduce start up change time
loss Kaizens
1.1.6 Reduce Management loss
Kaizens

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 TPM by Management dtj
Linkage of KMI to KPI to KAI (Example)
Key Management Key Performance Target
Key Activity Index (KAI) Responsibility
Index (KMI) Index (KPI) Date
1.2.1 Identify bottlenecks -
1.2 Increase debottlenecking Kaizens Cell Engineer +
Production / KK Chairman +
Hour 1.2.2 Identify Line organization Loss ME Engineer
– Do Kaizens , Rebalance Line
1.3.1 Identify motion loss i.e. Waiting
time loss, NVA, Man-Machine
1.3 Increase balancing – Do Kaizens Cell Engineer +
Output / Man / Reorganize line to reduce manpower KK Chairman +
1. Increase Shift ME Engineer
1.3.2 Identify Line organization Loss
Productivity – Do Kaizens , Rebalance Line
1.4.1 Study happened breakdown
Do why why analysis PM Chairman +
Countermeasure with HD Cell Engineer
1.4 Achieve Zero Update JH/PM/TBM
Breakdown
Cell Engg. / JH
1.4.2 Take Machines to JH Step 5
operator
1.4.3 Follow PM & TBM PM Chairman

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 TPM by Management dtj
How to Start…
Any Company functions are grouped as:

Initiating Functions Operating Functions

• Marketing • Production
• Development • Quality
• Manufacturing Engineering • Equipment Maintenance
• Tool, Die, Fixture Maintenance
Support Functions

• HR
• Materials / Purchase
• Finance / Accounts
• PPC & Stores

Above functions are linked into network and form Organization Structure & TPM Structure
Note: Many Key persons will have ‘dual role’ in it

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 TPM by Management dtj
Organization Structure
Business
Unit Head

Plant Head

Production Functions

Process Heads

P1 P2 P3 P4 Support Functions

Production
Human Materials ME & PPC, Store &
Quality
Resource Development Internal
Maintenance Logistics
Tool Fixture

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 TPM by Management dtj
TPM Structure
Business Unit
Head

Operation Head

Main Pillars

KK QM JH PM Die PM

Support Pillars

DM ME OTPM E&T SHE

• Note:
Organization Structure & TPM Structure will be linked such way that,
KMI to KPI to KAI are performed focused way & reviewed foe speed & effectiveness

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 TPM by Management dtj
Targets Linked to Pillars
Setting Target

Customer Expectation 3 Yr. Business Plan by MD

Convert All Points in PQCDSM

Set Company Level Target

Break in Quarterly

Link to Pillar Level Link to Cell Level

• As Per Pillar Activity Roadmap • Target Driven Activity

• Reactive improvement • PQCDSM way losses
• Proactive improvement focused improvement
• With sustenance & Horizontal
Deployment

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 TPM by Management dtj
TPM Methodology & Approach - KK
Linkages of targets: Kobetsu Kaizen (KK)
Bench Loss Improvements
No. Target Parameter Target Results
Mark Monitoring Reactive Proactive
 Kaizens on Losses:
• Start up, Set up change,
Tool change, Speed loss,
OEE Improvement
Measure & Adjustment,
Minor Stoppages,
Motion loss
P  Kaizens on :
• Debottleneck of bottleneck
Prod. / Hr. Improvement
Operations
• Line organization loss

Output/ Man/ Shift  Kaizens on :  Kaizens on :

Improvement • NVA Operations • Motion Losses
• Man Machine Balancing
 Kaizens on :  Kaizens on :
• Labour Cost • VE Proposals
C Cost Reduction • Tooling Cost • Automation
• Material Yield • Technology Upgradation
• Packing Cost • Engineering Changes

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 TPM by Management dtj
TPM Methodology & Approach - KK
Linkages of targets: Kobetsu Kaizen (KK)
Bench Loss Improvements
No. Target Parameter Target Results
Mark Monitoring Reactive Proactive
 Kaizens on :
• Process time reduction
• Waiting Time Reduction
Mfg. Lead Time • Transportation time
D Reduction reduction
• Unidirectional Material
Flow
• Single Piece Flow

 MP Kaizens to DM:
• Product
M MP Kaizens • Process
• Machine
• Tooling

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 TPM by Management dtj
TPM Methodology & Approach - QM
Linkages of targets: Quality Maintenance (QM)
Bench Loss Improvements
No. Target Parameter Target Results
Mark Monitoring Reactive Proactive
 Kaizens through:  Sustenance Action:
• FTA study of field failures • Corrective actions linked
Zero Field Complaints • All happened & may into IPO / Control Plan
(EFR/ Warranty) happen causes –
corrective action

 Kaizens through:  Sustenance Action :

• On study of inspection • Corrective actions linked in
side failures to Final Inspection Check
P • Cause side action in sheet
process • Audit of Final Inspection
Zero Customer • Corrective action linked
Complaints into IPO/Control Plan
• Inspection agreement
• Limit Samples
• Trained inspector with
ownership
• Handling of ‘OK’ Parts

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 TPM by Management dtj
TPM Methodology & Approach - QM
Linkages of targets: Quality Maintenance (QM)
Bench Defect Improvements
No. Target Parameter Target Results
Mark Monitoring Reactive Proactive
 Analysis on :  Sustenance Action:
• Pareto of live defects • Corrective action linked to
• A,B,C Categorization of live IPO / Control Plan
defects  QA Matrix:
• Why Why Analysis study & • QA Matrix for may happen
actions on A & C type defects
defects • Corrective actions on may
• FTA Study of ‘B’ Type defect happen defects
Zero In-house – Corrective actions on all • Linking to IPO / Control
Q Rejection possible causes Plan
 QM Matrix:
• 4M1T1E Study i.e. IPO /
Control Plan
• Linking to check sheets
(JH/PM/QM/TFM/Mate.
Handling)
• Training of Front Line
• Corrective actions on NCs
• Monitoring Results

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 TPM by Management
TPM Methodology & Approach - QM
Linkages of targets: Quality Maintenance (QM)
Bench Defect Improvements
No. Target Parameter Target Results
Mark Monitoring Reactive
 Internal audit for:
• Inspection side and cause
Zero defect in side actions at vendor
Q BOP
 Internal audit for:
• First Piece Inspection
• In process / Patrol
Inspection
• Final Inspection
M Quality Audits
• Layout Inspection
• SPC Study
• Material Handling System
• Receipt Inspection
• IPO / Control Plan
M MP Kaizens
dtj
Proactive
 Sustenance Action:
• Product / Process audit at Vendor
• Final inspection organized at vendor
• Support to vendor on audit finding
actions
• RFD Store at vendor
• Material handling actions at vendor
 Sustenance Action:
• Corr. Actions on NCs / Abnormality
of audits
• Q Points linked to DWM of front line
people
• Inspectors training for Product /
Process
• MP Sheets for equipment

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 TPM by Management dtj
TPM Methodology & Approach - PM
Linkages of targets: Planned Maintenance (PM)
Bench Down Time Improvements
No. Target Parameter Target Results
Mark Monitoring Reactive Proactive
 Kaizens through:  Sustenance Action:
• Study happened • Update Checks sheets i.e.
Zero Breakdown Breakdown by Why Why JH/PM/TBM
Achieve & Sustain Analysis • Learning of happened breakdown
• Who did not do what? • HD at similar machines
 JH - 0:
• Past history of machine
• Know your machine
• 7 Types of Abnormality
 JH - I:
P • Involve in cleaning and abnormality
findings by red & white tagging
 JH – II:
Support to JH • Red Tag – Corr. Action
• SOC – Corr. Actions
• HTA for CLIRt – Corr. Action
• HTA – JH Kaizens
• Good to find – Corr. Action
 JH - III:
• Preparation of JH Check sheet
• JH Visual Sticker on machine

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 TPM by Management dtj
TPM Methodology & Approach - PM
Linkages of targets: Planned Maintenance (PM)
Bench Down time Improvements
No. Target Parameter Target Results
Mark Monitoring Reactive Proactive
 JH - IV:
• Know why manual
• Training Centre
Support to JH
• 5 Axis training kits
• Training of operator

• PM Schedule adherence
P • PM Check sheets
• PM Activities
• Corr. Action on PM
PM – Inspection & 100% abnormality
Repair Schedule
• PM time reduction kaizen
• MTTR Kaizens
• Masking of PM Time

• Study happened defect due to  Sustenance Action:

Zero defect due machine or equipment • Corrective action link to
Q to equipment • Take corrective action PM/TBM
• Q Points from IPO to focus

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 TPM by Management dtj
TPM Methodology & Approach - PM
Linkages of targets: Planned Maintenance (PM)
Bench Down time Improvements
No. Target Parameter Target Results
Mark Monitoring Reactive Proactive
• Study happened • If premature replacement – Study
breakdown – abnormality & take corrective
Time Base Maint. 100% Replace part action
• Update TBM calendar
• Update frequency
P • Identify parts from TBM to CBM
• Monitor results, parameters in
Identify CBM
Condition Base Maint.
Parts • Replace parts on extracting
maximum life

• Study SPC by QA – • Update CBM Activity

Machine
Q Repeatability
Take Corrective
action
• Study Replaced parts for Repair &
Reuse
Maint. Cost Reduction • MTBF Kaizens
• Import Substitute
C • Local source for low cost
 Kaizens on:  Kaizens on:
Power / Energy cost
• Power / Energy • Power / Energy saving
reduction
wastage
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 TPM by Management dtj
TPM Methodology & Approach - JH
Linkages of targets: Jishu Hozen (JH)
Bench Improvements
No. Target Parameter Target Results Losses
Mark Reactive Proactive
• Study happened • Horizontal deployment for
Breakdown same category machines for
Zero Breakdown • Who did not do what? similar cause
P • Update JH Check sheet
Due to weak JH
• JH Kaizens

• Study happened defect • Horizontal deployment for

• Why-Why Analysis same defect phenomenon
Zero defect due to • JH – Corr. Actions &
Q weak JH
on other parts
Kaizens
• Update JH Check sheet
• Study happened accidents • Horizontal deployment for
• Why-Why Analysis similar cause at other
Zero Accidents due • Corr. Actions & Kaizens
S to weak JH
machines , Operations
• Update JH Check sheet

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 TPM by Management dtj
TPM Methodology & Approach - JH
Linkages of targets: Jishu Hozen (JH)
Bench Improvements
No. Target Parameter Target Results Losses
Mark Reactive Proactive
Roadmap to take up machines to JH Step 5
 JH - 0:
• Past history of machine
• Know your machine
• How machine functions
• 7 Types of Abnormality
 JH - I:
• Initial cleaning and
• Cleaning with meaning
• Cleaning for Inspection
JH Step 0 to 5 • Inspection for abnormality findings
P To prevent • Red & white tagging:
Breakdown, Defect • Source of contamination
& Accident • Hard to access
• Good to find cases
 JH – II:
• Corr. Action on white tags by Prod. Team
• Corr. Action on Red tags by Maint. team
• Corr. Actions on
• HTA for CLIRt : Corr. Action by Prod.+
Maint.
• SOC : Corr. Action by Prod.+ Maint.
• Good to find – Corr. Action by Maint.

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 TPM by Management dtj
TPM Methodology & Approach - JH
Linkages of targets: Jishu Hozen (JH)
Bench Improvements
No. Target Parameter Target Results Losses
Mark Reactive Proactive
 JH – III:
• Machines to Speaks by itself
• JH Visuals / Stickers on machine for
CLIRt
• Practice of JH Step 3 by JH Check Sheet
JH Step 0 to 5 • Highlight abnormalities for Corr. Actions
P To prevent  JH – IV:
Breakdown, Defect & • Preparation of Know why manual
Accident sheets for each point of JH
• Training Centre for 5 Axis Training
• Training to operator with Know why
sheets

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 TPM by Management dtj
TPM Methodology & Approach - E&T
Linkages of targets: Education & Training (E&T)
Bench Improvements
No. Target Parameter Target Results Losses
Mark Reactive Proactive
• Study happened Breakdown • Add point in Training Material
Breakdown • Conclude Why Why as weak • Add as case study
P Due to weak knowledge & Skill
Knowledge & Skill • Plan for training
• Study happened defects • Add point into training
• Conclude Why Why as weak material
Zero defect due to knowledge & Skill • Add as a case study
Q weak JH • Prepare OPL and display on • Prepare OPL & do horizontal
machine deployment
• On job training to all concern
• Study & conclude happened • Add point in to training
accidents / injuries as weak material
Zero Accidents due
S to weak JH
knowledge & skill • Prepare OPL & display on
• Prepare OPL & Display take machine and do horizontal
OJT deployment at all operation
 Level L1:
• I don’t know, I can’t Work
Skill Upgradations
P • Prepare Training Material as
from L1 to L4
competent operator & Plan
for trainings

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 TPM by Management dtj
TPM Methodology & Approach - E&T
Linkages of targets: Education & Training (E&T)
Bench Improvements
No. Target Parameter Target Results Losses
Mark Reactive Proactive
 Level L2:
• I know, I can Work under supervision
• Decide Training Topics plan & Execute
training
 Level L3:
• I know, I can Work without supervision
Skill Upgradations • Decide training topics
from L1 to L4 • Execute trainings
 Level L4:
• I know, I can Work , I Can guide & teach
P to other
• Decide training topic &
• Plan for training
• Identify people to take • Decide multiskilling for different work
Multiskilling of up to multiskilling stations / Operations
Operators • OJT at different operation
• Monitor performance
• 5 Axis Training
JH 4 Training • Know why Manual – Practicing
• Training Centre

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 TPM by Management dtj
TPM Methodology & Approach - OTPM
Linkages of targets: Office TPM (OTPM)
Bench Improvements
No. Target Parameter Target Results Losses
Mark Reactive Proactive

• Management loss to address

Reduce
P Management Loss
to support department • Update function level systems
• Dept. wise / loss wise Kaizens

• Identify vendors to upgrade:

• Study BOP Defects • Q – Final inspection streamline
• Why why analysis • D – RFD stores with Min./Max.
Eliminate defect • Inspection side action at level of FG inventory
Q loss due to BOP receipt inspection at vendor • Vendor uplift TPM Way
Parts • Final inspection at vendor • Product & Process Audit at
• Cause side Kaizens at vendor vendor
for each defect phenomenon • Corr. Action on NCs /
Abnormalities of audits

• 1S-2S in offices
Dept. wise PQCD • KK / QM / ET activities at each
improvement Plan support function or dept.
S (PPC/ Purchase / • KK – Productivity & Cost
HR/ Stores / Improvement
Finance Dept.) • QM – Error in System follow up
• E&T – Training to all members

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 TPM by Management dtj
TPM Methodology & Approach - SHE
Linkages of targets: Safety, Health & Environment (SHE)
Bench Improvements
No. Target Parameter Target Results Causes
Mark Reactive Proactive
• Study happened accidents • Horizontal deployment of
Zero Accidents • Why why analysis safety actions / Kaizens
achieve & Sustain • Corr. Action /Safety kaizen
• Update safety audit check sheet
• Study happened fire accidents • Horizontal deployment of
Zero Fire Hazardous • Conclude Why Why Analysis Fire actions / Kaizens
Achieve & Sustain • Corr. Action /Safety kaizen
• Update Fire audit check sheet
• Maintain First aid injury register • Horizontal deployment of
Zero First Aid
S injuries achieve &
• Study why why analysis Corr. actions / Kaizens
• Corr. Actions / Kaizens
Sustain
• Update safety Check sheet
• Safety trainings
• Fire safety trainings
• Safety audit check sheets
Accidents • Safety audit schedule
Prevention • Highlight Kaizens for
unsafe condition & Display
OPL for Unsafe actions

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 TPM by Management dtj
TPM Methodology & Approach - SHE
Linkages of targets: Safety, Health & Environment (SHE)
Bench Improvements
No. Target Parameter Target Results Causes
Mark Reactive Proactive
• Study pollution in terms of
Noise , Dust, Temperature
• Implement Kaizens
• Study ergonomic conditions &
H Health Protection implement Kaizens
• Conduct Medical check up
• Ensure no health abnormality
due to work ambient
• Environment protection:
• Audit for: Air pollution, • ETP – Monitor & Improve
Land pollution, Water • Reduce Water consumption
Environment pollution • Reduce use of plastic
E Improvement & • Do Kaizens • Save Power / Energy Kaizens
Protection • Update audit check sheets • Improve green areas
• Follow & Control as per • Achieve ‘OHSAS’ certification
MPCB Norms • Safety policy
• Recognition for SHE initiative

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 TPM by Management dtj
TPM Methodology & Approach - DM
Linkages of targets: Development Management (DM)
Bench Improvements
No. Target Parameter Target Results Losses
Mark Reactive Proactive
• Collect MP worthy • MP Kaizen convert in to MP
Kaizens from Shop sheets
people from pillar • Create MP Library for Product /
M MP System chairman Process / Equipment & Tooling
• Create / Update Design
Guidelines / Design Check sheet
/ Design Standards
• Follow up DR1 to DR7 steps of
New Component development
System
• Ensure each step is ‘Sign off’ by
Production + Quality + Maint.
New Product (Much Team along with customer
M better than earlier) • Ensure applicable MP Sheets are
PQCDSM implemented proactively
• Follow targets results at each
step of DR System
• Follow 3000 parts with
production while run at rate do
fine tuning

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 TPM by Management dtj
TPM Methodology & Approach - DM
Linkages of targets: Development Management (DM)
Bench Improvements
No. Target Parameter Target Results Losses
Mark Reactive Proactive
• Set targets PQCDSM
• Consider MP Kaizens sheets while
planning
New machine or • Consider non MP input from mfg.
P Equipment process or other sources.
tooling • Form CFT of production + Quality +
Maint. Team
• Follow each step for proactive /
Preventive actions
• Make a roadmap of development
of product / Equipment / Process /
Tooling
• Consider lead time reduction
Kaizens
Development Lead
D time reduction
• Use ECRS logic or principle
• Consider formation of
development cell with regular
machine / Equipment's for speedy
trials of new development

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 TPM by Management dtj
Driving Platform
Frontline Level Process Level Plant Level

• Supervisor • Process Incharge • Plant Head

• Inspector • Quality Representative • Pillar Head (KK/
• Operator • Maintenance QM/ JH/ PM/ SHE /
• Fitter Representative E&T / OTPM / DM)
• Tool / Die / Fixture • Function Head
maintenance from Corporate
Representative (Need based
Cell Level Ownership of • Development / ME support)
Cell Level targets Representative
• OTPM Representative
• E&T Representative
• PPC Representative Ownership of Plant
Level targets

Ownership of Process
Level targets

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 TPM by Management dtj
Operating How..?
Operations Structure TPM Structure Ownership
Ownership
1. To adopt TPM pillars
1. Plant Level PQCDSM Methodology
2. Process Level 2. To Support for loss elimination
at Cell level to Plant Level
PQCDSM
3. To establish proactive /
3. Cell Level PQCDSM Preventive actions to prevent
losses
e.g.
JH-0 to JH-05 Activity
PM / TBM Activity
IPO Activity
SHE Initiatives
ET to all levels support
Support functions support KK
Initiates (including VA + VE)

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 TPM by Management dtj
Steps of Improvement Journey

Excellence

Sustenance - The best 4M1T

Reactive & - Automation &
Proactive Technology
Improvements - 4M1T Sustenance
- System to Sustain

Basic Restoration - 4M1T Optimization

- Optimize all
- 4M1T Restoration resources
- Set the Process
Right

Step 1 Step 2 Step 3 Step 4

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 TPM by Management dtj
Transformation of Roadmap - Approach

Managed Way Focused Way Sustained Way Excellence Way

• Any How • Involve front line • Improved • VA/VE Proposal

Produce and Team & Function Restored • Small
Dispatch head • Front line people Automation
• Quality control • Improve competent • Technology
only at final PQCDSM Way • Necessary adoption
inspection • Roadmap for: training
Proactive & • Necessary system
Preventive in place
improvements • Link to DWM

Customer Company Team Customer Company Team

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 TPM by Management dtj
Internal Review mechanism

Shop Review Pillar Review Updating

Management
• Shop review • Pillar review w.r.t • Quarterly – Seek
PQCDSM Target Roadmap guidance / Support /
decisions

With shop In-charge With pillar teams + Ownership of Plant

+ Pillars shop In charge Level targets

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 TPM by Management dtj
Internal Audits

Shop Discipline Middle Level Corporate Function

• JH Activity • Break through Kaizen • KMI KPI KAI

• IPO Activity by Manager for: • Strategic Initiative
• PM & TBM Activity ‐ Production / Hour • VA / VE
• Education & ‐ Output / Man
• Cost Efficient
Training ‐ WIP / Inventory
• Manpower
• SHE Activity ‐ NVA Activity
‐ Cost Reduction Development
• Material Handling

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 TPM by Management dtj
Results
Kaizen by Front Kaizen by Kaizen by
Line by Engineer Manager Senior People

• Shop Floor • ME / PPC / Material • Strategic Thinking –

Discipline Function Support to Break through Kaizens
• Losses under their Shop to improve – Cycle • WIP Inventory
control time reduction , Cost Reduction
Reduction • New Technology –
Automation
• VA/VE

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