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ABSTRACT
The integration of the world economy and the resultant growth in competition has made quality one of the most important factors in an organization’s survival and success. Successful companies understand that the customer-defined quality can have the powerful impact their business. Due to this reason many competitive firms continually increase their quality standards. Competitive firms believe that the way to rebound is through improvements in quality, and each has outlined specific changes to their operations. Most of the automotive manufacturing industries are focusing on strict quality standards in their production process and implementing a quality program called Total Productive Maintenance. The aim of the study is to implement the TPM program in a sheet metal industry and increase the productivity yof plant.
Total Productive Maintenance (TPM) has been recognized as one of the significant operation strategy to regain the production losses due to equipment inefficiency. Many organizations have implemented TPM to improve their equipment efficiency and to obtain the competitive advantage in the global market in terms of cost and quality. In this case study, the production system of a manufacturing company is studied to find the problems associated with the production system in sheet metal industry. In this study some new techniques are also applied at every station for improving the productivity of station with quality and with reducing maintenance work. The Overall Equipment Effectiveness (O.E.E.) of the various workstations of the plant has been calculated. These OEE values for different production workstations generate a clear view of the problems. Along with the other factors, improper utilization of resources is an important factor, which reduces the OEE, Setup time, Down time, No. of rejections of the workstation of the plant. Blanking, Bending, Piercing and Restrike workstations are of the main concern in the plant. Experimentation work is carried out at S.D. Auto Pvt. Ltd., Faridabad. Thus there is an improvement have been noticed in the overall results.
In order to be successful in today's world-class manufacturing environment companies have to fulfill several requirements. Maintaining a reliable manufacturing process is a key success factor to satisfy these requirements which can be achieved through implementing a proper maintenance strategy. Any operation or process done on machine or its parts to enhance the efficiency of machine before or after the breakdown is called maintenance. In the recently released European Standards regarding maintenance, maintenance is defined as "the combination of all technical, administrative and managerial actions during the life cycle of an item intended to retain it in, or restore it to, a state in which it can perform the required function". An efficient maintenance strategy not only reduces the probability of breakage of machine elements or shutdown of machines which hinders the production's schedule, but also such a strategy enhances the efficiency and life-span of machines, process quality and labor force productivity (Shahanaghi and Yazdian, 2009). In today’s competitive environment, companies want to get the benefits of the different techniques, which are being used, in the product processes. They have implemented total quality management (TQM), just in time (JIT) manufacturing. Maintenance should be notified as a potential source of quality problems - in other words it is a potential source of great improvement. Maintenance should be taken into consideration in standard quality deficit recording practices as one of the main categories (Ollila and Malmipuro, 1999).In the last few years the maintenance was traditional activities where all companies applying it without knowing its importance, but after the improving in production strategies and improve the flexibility of production line to produce a wide range of different products, the need for good maintenance strategy becomes bigger, and in the present times especially, because of automation and large- scale mechanization, higher plant availability, better product quality and long equipment life had assumed considerable significance (Sharma et al., 2006).
Now many companies have shifted their focus to optimize their assets, and use equipments more effectively, and one of the main parts of the company which has a strong influence on the assets is the maintenance department or the employees responsible for maintenance (Almeanazel, 2010). The main idea behind the maintenance is to make the parts and machine ready to do what are required within the time and sizes allocated and do it with fewer amounts of resources. To control the budget in organizations, downsizing is mostly adopted which reduces the availability of personnel for unscheduled work. Furthermore next to the energy costs, maintenance costs can be the largest part of any operational budget. So timely maintenance actions are required which will minimize the incidence of such failures, and increases the reliability of machines and equipments through the effective management of maintenance function (Pophaley and Vyas,2010).
1.2Total Productive Maintenance
In 1971 the Japanese introduced and developed the concept of Total Productive Maintenance (TPM), in response to the maintenance and support problems encountered in manufacturing environment. TPM describes a relationship between production and maintenance, for continuous improvement of product quality, operational efficiency, capacity, assurance and safety. Another goal of TPM is an aggressive strategy focuses on actually improving the function and design of the production equipment. TPM has the targets to achieve - Zero Product Defects, Zero Equipment Unplanned Failures and Zero Accidents(Tsarouhas, 2012).
1.3 Pillars of TPM
Many companies struggle to implement TPM due insufficient knowledge and skills especially in understanding the linkages between the 8 Pillar-Activities in TPM. A typical TPM implementation requires company-wide participation and full results can only be seen after 1 years and sometimes 3 years. The main reason for this long duration is due to the basic involvement and training required for Autonomous Maintenance participation where operators participate in the restoring the equipment to its original capability and condition and then improving the equipment. TPM basically works on major 8 pillars each being set to achieve a “zero” target. The 8 Pillars of TPM methodology shown in Figure 1.2 are explained with their key activities in Table 1.1 below (Jain et al., 2012)