07-10-2016, 09:12 AM
Study of Total Productive Maintenance & Its Implementing Approach in Spinning Industries
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Abstract:-This paper presents the study and overview for the
implementing approach of Total Productive Maintenance in
Indian spinning industries. The study is carried out in medium
scale cotton spinning industry using the observations coupled
with documents collection. The TPM implementation
methodology is suggested for improvement in the availability,
performance efficiency and the quality rate, results in
improvement of the overall equipment effectiveness of the
equipment. The aim of this paper is to suggest and study the
implementation of the TPM program in the spinning industry.
Using a See through, JH-Check sheet, PM-Check sheet, One
Point Lessons, empirical and comprehensive approach toward
the methodology results proper implementation of TPM. After
implementation of TPM on model machine, both direct and
indirect benefits are shown to be obtained for equipment and
employees respectively.
INTRODUCTION
The concept of Total Productive Maintenance (TPM)
has been introduced and developed by Japanese in 1971. This
came in response to the maintenance and support problems in
commercial factory. It is team-based preventive and
productive maintenance and involves every level, from top
executive to the floor operator. TPM has been proven to be
successful for helping to increase the productivity and overall
equipment effectiveness. TPM can be defined as a program
for fundamental improvement of the maintenance functions in
an organization, which involves its entire human resources.
TPM philosophy requires the development of a preventative
maintenance program for the life-cycle of the equipment and
the involvement of operators in maintaining the equipment in
order to maximize its overall efficiency and effectiveness.
TPM is all about Total Plant Maintenance. The
underlying concept is, if you properly maintain plant
machinery there will see a sharp decline in machine
breakdowns, safety and quality problems. There is emerging
need for TPM implementation in the Indian Industry and need
to develop TPM implementation practice and procedures. Under TPM, machine operators carry out routine maintenance
such as checking water, oil, coolant, and air levels. This may
involve some training of machine operators. Through operator
training to do simple maintenance on machines will promote
ownership and more attention to detail. The actual
maintenance teams should as a result of spending less time
doing routine maintenance is in a position to concentrate on
more urgent machine breakdowns.
II. THEORETICAL OVERVIEW
In this topic, the overall structure of TPM is
discussed with its practical approach. All the
techniques which are responsible for the efficient
and effective operation of machines are discussed
below.
A. Steps of TPM implementation
STAGE 1 - PREPARATORY STAGE
STEP 1 - Announcement by Management to all about
TPM introduction in the organization.
STEP 2 - Initial education and propaganda for TPM.
STEP 3 - Setting up TPM and departmental committees.
STEP 4 - Establishing the TPM working system and
target
STEP 5 - A master plan for institutionalizing
STAGE 2 - INTRODUCTION STAGE
This is a ceremony and we should invite all.
Suppliers as they should know that we want quality supply
from them. Related companies and affiliated companies who can be our customers, sisters concerns etc. Some may learn
from us and some can help us and customers will get the
communication from us that we care for quality output.
STAGE 3 – IMPLEMENTATION
In this stage eight activities are carried which are
called eight pillars in the development of TPM activity. Of
these four activities are for establishing the system for
production efficiency, one for initial control system of new
products and equipment, one for improving the efficiency of
administration and are for control of safety, sanitation as
working environment.
STAGE 4 - INSTITUTIONALISING STAGE
By all their activities one would has reached maturity
stage. Now is the time for applying for PM award. Also think
of challenging level to which you can take this movement.
B. PILLARS OF TPM
1. PILLAR 1- 5S
TPM starts with 5S. Problems cannot be clearly seen
when the work place is unorganized. Cleaning and
organizing the workplace helps the team to uncover
problems. Making problems visible is the first step of
improvement.
2. PILLAR 2 - JISHU HOZEN (Autonomous
maintenance)
This pillar is geared towards developing operators to
be able to take care of small maintenance tasks, thus freeing
up the skilled maintenance people to spend time on more
value added activity and technical repairs. The operators are
responsible for upkeep of their equipment to prevent it from
deteriorating.
Policy:
1. Uninterrupted operation of equipments.
2. Flexible operators to operate and maintain other
equipments.
3. Eliminating the defects at source through active
employee participation.
4. Stepwise implementation of JH activities.
3. PILLAR 3 - KAIZEN
"Kai" means change, and "Zen" means good (for the
better). Basically kaizen is for small improvements, but
carried out on a continual basis and involve all people in the
organization. The principle behind is that "a very large
number of small improvements are more effective in an
organizational environment than a few improvements of large
value. This pillar is aimed at reducing losses in the workplace
that affect our efficiencies. By using a detailed and thorough
procedure we eliminate losses in a systematic method using
various Kaizen tools.
Its target is to achieve and sustain zero loses with
respect to minor stops, measurement and adjustments, defects
and unavoidable downtimes. It also aims to achieve 30%
manufacturing cost reduction.
4. PILLAR 4 - Planned Maintenance
It is aimed to have trouble free machines and
equipments producing defect free products for total customer
satisfaction. This breaks maintenance down into 4 "families"
or groups which were defined earlier.
1. Preventive Maintenance
2. Breakdown Maintenance
3. Corrective Maintenance
4. Maintenance Prevention
With Planned Maintenance we evolve our efforts
from a reactive to a proactive method and use trained
maintenance staff to help train the operators to better maintain
their equipment.
5. PILLAR 5 - Quality Maintenance
It is aimed towards customer delight through highest
quality through defect free manufacturing. Focus is on
eliminating non-conformances in a systematic manner, much
like Focused Improvement. We gain understanding of what
parts of the equipment affect product quality and begin to
eliminate current quality concerns, and then move to potential
quality concerns. Transition is from reactive to proactive
(Quality Control to Quality Assurance).
6. PILLAR 6 - Training
It is aimed to have multi-skilled revitalized
employees whose morale is high and who has eager to come
to work and perform all required functions effectively and
independently. Education is given to operators to upgrade
their skill. It is not sufficient know only "Know-How" by they
should also learn "Know-why". By experience they gain,
"Know-How" to overcome a problem what to be done. This
they do without knowing the root cause of the problem and
why they are doing so. Hence it become necessary to train
them on knowing "Know-why". The employees should be
trained to achieve the four phases of skill. The goal is to create
a factory full of experts. The different phases of skills are
Phase 1: Do not know.
Phase 2: Know the theory but cannot do.
Phase 3: Can do but cannot teach
Phase 4: Can do and also teach.