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Why Total Productive Maintenance (TPM) In Process Industry? - ADDVALUE - Nilesh Arora

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Why Total Productive Maintenance (TPM) In Process Industry? - ADDVALUE - Nilesh Arora

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Training on Why Total Productive Maintenance (TPM) in Process Industry presented by Nilesh Arora, a founder of AddValue Consulting Inc.

Training on Why Total Productive Maintenance (TPM) in Process Industry presented by Nilesh Arora, a founder of AddValue Consulting Inc.

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Why Total Productive Maintenance (TPM) In Process Industry? - ADDVALUE - Nilesh Arora

  1. 1. Best Performing Consulting Organization by “TPM – Process Industry” Adding Value In Totality !!
  2. 2. PROCESS INDUSTRY MEANS?? Those industries where primary processes are either continuous , or occur on a batch of materials that is indistinguishable e.g. Food processing ,cement industry, steel industry etc..
  3. 3. WHY TPM IN PROCESS INDUSTRY ? In Process Industry - The whole structure is based on machineries mainly. - The best way to earn profit is effective utilization of machineries which can be done by maintaining machines in good condition “ TPM is the solution of all problems”
  4. 4. Let’s go thru the case study of Grinding Unit , Kalol
  5. 5. WHY TPM @JKLC, KALOL ???
  6. 6. MILE STONES OF JKLC FOR TPM CERTIFICATION Second Internal Audit November– 2014 Cleared Audit of TPM Level-1 December -2014 First Internal Audit January-2014 Rigorous TPM execution started- Oct. 2013 Team Building Workshop Arranged Sep. 2013 Zone division and cross functional teams prepared June-2013 Kicked off TPM with consultant Aprill-2013
  7. 7. WHAT IS TPM?? • To become a world class organization, Organizations must achieve the following: - World class processes - World class people - World class machines • TPM is a tool which ensures that organization attain and sustain world class machines.
  8. 8. PROJECT INITIATION THRU LEAN-TPM Training
  9. 9. 8 PILLARS OF TPM
  10. 10. FOCUSED IMPROVEMENT • The pillar follows a structured set of steps aligned to the Plan, Do, Check, Act (PDCA) cycle, which can be implemented for improvement activities of any size or complexity in any organisation. • The pillar builds an understanding and analysis of the different loss types affecting an organisation. The pillar operates at a strategic level, identifying the criteria for project selection and TPM deployment that will deliver the business objectives.
  11. 11. AUTONOMOUS MAINTENANCE • This pillar is called Jishu Hozen (Autonomous Maintenance) AM itself is a 7 Step process • What is Autonomous ?? It means driven by self Self maintained INDEPENDENT OF OTHERS Maintenance dept----PM only
  12. 12. • It is maintenance that is done autonomously ? (by the ‘self’ !!) • Now who is the ‘self’ ?? It is the operator(s) • A TPM pillar, which aims at ensuring that the BASIC CONDITION of the M/c / Equipment is maintained by the operators them self. AUTONOMOUS MAINTENANCE
  13. 13. • Cleaning - Dirt – poor or improper cleaning • OILING - No or inadequate oiling / lubrication • TIGHTENING - Neglecting early signals of vibration, mis-alignment, tightening bolts etc. • And reduce it and bring it back to its NORMAL life / or basic condition AUTONOMOUS MAINTENANCE
  14. 14. JKLC First 10 months only & only COT • Rigorous cleaning is the only way to reduce break downs • Visual on machines lead to habitual cleaning to workers • TPM-Lean focuses on Visuals
  15. 15. 7-Steps of Autonomous Maintenance • Initial cleaning • Counter measures • Provisional checklist • General inspection and tagging • Autonomous inspection • Standardization • Autonomous management AUTONOMOUS MAINTENANCE
  16. 16. INITIAL CLEANING
  17. 17. COUNTER MEASURES • Improve the condition of the machine so that less time is spent in maintaining it. • Maintenance time must be targeted nearby 10 minutes /shift. If the maintenance time is high then identify why it takes more time?
  18. 18. PROVISIONAL CHECKLIST • Display-Who/What/ When/ How? • Fix day of the week, time & team to do the same tagging & untagging
  19. 19. OPL – One Point Lesson • When you find ABNORMAILITY in M/c – you tag it. • But.. when you find a ABNORMILITY in operators – you use a OPL.
  20. 20. One Point Lesson Prepared by: ……….. Approved by ………. Prepared on: ……… Administered by ……. Type: Basic Knowledge: V-Belts Wrong Correct BIDCO Elianto Div OPL Number: Vibrating belt indicates that belt is loose No vibration/oscillation of V belt indicates proper fit
  21. 21. Finally • Make a AM Board • Put up 4 things on the board: 1. Look for list 2. Tag graph 3. Cleaning Schedule 4. OPL AUTONOMOUS MAINTENANCE
  22. 22. One Point Lesson
  23. 23. PLANNED MAINTENANCE • Generally lead by maintenance team • The initial phase prioritises equipment and involves evaluating current maintenance performance and costs to set the focus for the pillar activity. • It can be done based on cost effectiveness suits the system (CBM/TBM)
  24. 24. TRAINING AND EDUCATION • The knowledge and skills required for carrying out each job are defined, in terms of both complexity of knowledge needed and the number of capable people required to support the business needs. • A current state analysis assesses the current levels against the established requirements and a training plan is developed to close any gaps.
  25. 25. EARLY MANAGEMENT • Early Equipment Management focuses on reduction of defect free process so equipment down time is minimal • Early Product Management aims to shorten development lead times, with teams working on simultaneous activities so that vertical start up can be achieved with zero quality loss
  26. 26. QUALITY MAINTENANCE • Quality Maintenance is implemented in two phases. • The first phase aims to eliminate quality issues by analysing the defects, so that optimum conditions can be defined that prevent defects occurring. • Then, the current state is investigated and improvements are implemented. • The second phase ensures that quality is sustained, by standardising the parameters and methods to achieve a zero defect system.
  27. 27. OFFICE TPM • Office TPM team implement office versions of Focussed Improvement and the Training and Education pillars to establish sustainable, performing processes. • To make office work smooth, office TPM is focused using 5S,LBM etc.
  28. 28. SAFETY, HEALTH AND ENVIRONMENT • SHE pillar activities aim to reactively eliminate the root causes of incidents that have occurred, to prevent Reoccurrence, and proactively reduce the risk of future potential incidents by targeting near misses and potential hazards.
  29. 29. 8 PILLARS OF TPM • J:JKLCTPM External Audit Level -18 pillar doc status.xls
  30. 30. OEE= A factor * P factor * Q factor • Availability Factor = (Run time/ Net operating time)*100, • Calendar time = 30*24* 60 = 43200 min • Net operating time = Calendar time- (planned shutdown+ no schedule production + planned maintenance) • Run time = Schedule O.T. - Down time losses TPM MEASURE: 1 OEE
  31. 31. • Performance Factor = (Actual O.P/Total O.P)*100 • Quality Factor= (Good O.P/Actual O.P)*100 TPM MEASURE: 1 OEE
  32. 32. MTBF(Mean time between failure) = Total running time /Number of breakdowns TPM MEASURE: 2 MTBF TPM MEASURE: 3 MTTR MTTR(Mean time to repair) = Total down time /Number of breakdowns
  33. 33. 0.82 0.72 0.92 0.95 0.93 0.97 0.91 0.87 0.85 0.87 0.89 0.87 0.84 0.84 0.90 0.96 0.94 0.86 0.82 0.88 0.85 0.85 0.88 0.86 0.72 0.87 1.00 0.98 1.01 0.96 0.94 0.98 0.94 0.94 0.92 0.88 0.91 0.97 0.99 1.03 0.95 0.84 0.91 0.93 0.94 0.94 0.00 0.20 0.40 0.60 0.80 1.00 1.20 Jan/1 3 Feb/1 3 Mar/ 13 Apr/1 3 May/ 13 Jun/1 3 Jul/1 3 Aug/ 13 Sep/1 3 Oct/1 3 Nov/ 13 Dec/ 13 Jan/1 4 Feb/1 4 Mar/ 14 Apr/1 4 May/ 14 Jun/1 4 Jul/1 4 Aug/ 14 Sep/1 4 Oct/1 4 Nov/ 14 OPC 0.82 0.72 0.92 0.95 0.93 0.97 0.91 0.87 0.85 0.87 0.89 0.87 0.84 0.84 0.90 0.96 0.94 0.86 0.82 0.88 0.85 0.85 0.88 PPC 0.86 0.72 0.87 1.00 0.98 1.01 0.96 0.94 0.98 0.94 0.94 0.92 0.88 0.91 0.97 0.99 1.03 0.95 0.84 0.91 0.93 0.94 0.94 OPC PPC Expon. (OPC) Expon. (PPC) TPM MEASURE 1: OEE
  34. 34. TPM MEASURE 2: MTBF 120 240 360 480 600 120 120 240 360 60 120 240 360 120 240 120 240 24 120 120 120 240 120 240 360 120 240 120 240 360 120 240 360 480 600 120 60 120 240 120 120.00 240 360 480 600 120 240 360 480 60 APR-2013 TO JUL-2013 AUG-2013 TO NOV-2013 DEC-2013 TO MAR-2014 APR-2014 TO JUL-2014 AUG-14 TO NOV-14 Mill oil Temp. High Water Spray System Main Drive Fault CA Fan Torsion Shaft Pinion Bearing Mill i/l oil Pr. Low 567 BE1
  35. 35. TPM MEASURE 3: MTTR -50 50 150 250 350 450 550 650 APR-2013TOJUL-2013 AUG-2013TONOV-2013 DEC-2013TOMAR-2014 APR-2014TOJUL-2014 AUG-14TONOV-14 Clutch Jam 567 gb1 lppb operate 567 BE1 Mill i/l oil Pr. Low Pinion Bearing Torsion Shaft CA Fan Main Drive Fault Water Spray System
  36. 36. Trainings
  37. 37. Shop floor Clearing @5
  38. 38. Let Us Make Our Plant A Better Plant Every Moment. New Bag Filter For Dust Control (Developed In-House) Kaizen
  39. 39. One Truck Unloading Time - 14- 16 Minutes (Qty -17 Ton) Benefits: 1. Power Saving 2. Effective fleet utilization 3. Effective Plant Area Utilization ( Parking ) Two Trucks Unloading Time - 18- 21 Minutes (Qty -34 Ton) Three Trucks Unloading Time - 40- 45 Minutes (Qty -51 Ton) Fly Ash Unloading System Kaizen
  40. 40. Kaizen
  41. 41. TEAM BUILDING WORKSHOP
  42. 42. Glimpse of JKLC Plant STORES Before After
  43. 43. Before After Cement Mill Area Glimpse of JKLC Plant
  44. 44. Before After Scrap Yard Area Glimpse of JKLC Plant
  45. 45. Visuals at Shop floor and Lab Glimpse of JKLC Plant
  46. 46. Rewards for TPM Quiz
  47. 47. Awarded as TPM Certified Organization
  48. 48. TPM Benefits 1. OWNERSHIP & RESPONSIBILITY 2. EFFECTIVE INVENTORY UTILISATION & CONTROL 3. BRINGING STAFF CLOSER TO THE MACHINES & PROCESSES 4. TEAM BUILDING 5. ENHANCE PLANT AESTHETICS 6. INNOVATIONS GALORE 7. OUT OF BOX THINKING
  49. 49. Road Map -Year 2015  Lean Certification for implementing overall lean tools in organization
  50. 50. ADDVALUE Services VALUE ADDED COACHING-VAC® BUSINESS COACHING LIFE COACHING Operation Excellence Team Excellence Business Excellence Counselling Therapy Astrology Adding Value In Totality !!
  51. 51. Best Performing Consulting Organization AddValue at a glance Business Coaching Life Coaching
  52. 52. Thank You

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