8*TPM CONCEPTS Introduction: In today’s World, where customer is the king, the success of any product depends on its quality. Every product has a definite life cycle. The life cycle, consisting of four stages: Development stage, Growth stage, Maturity stage, and Decay stage. The Maturity stage and Decay stage can come due to The Heavy Competition and other related forces. To Prevent the Maturity and Decay period, companies have to resort to a) Improving productivity b) Improving quality c) Reducing cost d) Increased research & Development Activities, Concentrating on customer needs and e) Expanding the Market Segment. To achieve this, some of the power tools & techniques like Kaizen, TQM, and TPM etc. are being used.TPM is concept originated and developed by Japan institute of Plant Maintenance (JIPM) TOKIYO since late sixties JIPM-TPM is key for the operational excellence for many Japanese companies.In India TPM is first adopted by SUNDARAM FASTNERS, BANGLOER. In 1980’s WHAT IS TPM

1) Total Preventive Maintenance2) Total Productive Maintenance3) Total Plant Maintenance4) Total Productive Management

WHY TPMTo achieve:-

1) customer satisfaction2) Employee satisfaction3) Social satisfaction4) Global satisfaction

S.M.AUTO ENGG. PVT. LTD. Launched the TPM POLICY on By adopting “ ( policy definition ).EIGHT PILLARS OF TPM:-

1. “Kobetsu – kaizen” individual Improvement.2. “Jishu – Hozen” Autonomous Maintenance.3. Planned Maintenance.4. Development Management.5. Education & Training.6. Quality Maintenance system.7. Office TPM.8. Safety, Health & Environment.

5 principles in company wide development of TPM:-1. Establish the system to achieve production efficiency. 1.1 “kobetsu – kaizen” individual Improvement. 1.2”Jishu – Hozen” Autonomous Maintenance. 1.3 Planned Maintenance. 1.4Education and training for operation and maintenance skill upgrade.2. Establishing initial production and flow control system for new products and equipment.3. Establish the “Hinshitsu – Hozen” system i.e. Zero Defect system.4. Establish the system to realize operation efficiency in the administration department.5. Establish safety, hygiene and working environment protection systems.Objective of TPM implementation in company:-

1) To maximize equipment efficiency bya) Establishing a total system of preventive Maintenance for the entire life of equipment.b) Promoting participation of all departments including equipment planning, operating and

Maintenance departments.c) Involving all personnel including top management to first line operators.

d) Promoting PM by Motivation management, viz. autonomous maintenance and small group activities.

2) Pursuing efficient production system for accomplishing maximum customer satisfaction through better quality, reasonable cost and prompt deliveries.

3) Attaining the stage of zero accidents, zero defects and zero breakdowns and creating a safe, cheerful company – wide atmosphere.

4) Accomplishing zero disasters and zero pollution for making life safer and more pleasant, not only for company employees, but also for local residents.

5) Eliminating all losses in the recourses and energy for conserving environment.12 Steps in TPM Development Programs:-stage step EssentialPreparation for introduction

1. Declaration by top Management to introduce TPM

Declared in TPM in –house seminar Carried in company magazine.

2. Introductory education and campaign for TPM

Managers: Trained in seminar camp at each level.General employees: seminar meeting using slides.

3. Establishing TPM promotion organization.

Committee and sub committees’ secretary.

4. Setting basic principle and target for TPM.

Bench mark and target prediction of effects.

5. Creation of master plan for Establishing for TPM

From preparation for introduction to examination.

Beginning of introduction

6. Kick- off TPM Suppliers, Related companies , Affiliate companies are invited

Actual introduction

7. Establishing system for improving production efficiency.

Pursuing maximum efficiency of Production

7.1 individual improvements.

Project team activities and small group activities in the workshop

7.2 Autonomous Maintenance.

Step system , diagnosis and qualification certification

7.3 Planned Maintenance. Improvement maintenance , periodic maintenance , predictive eminence

7.4 Operation and Maintenance skills upgrading training.

Group education of leaders and training members

8. Establishing initial control system for new products and equipment.

Development of easy to manufacture products and easy to operate equipment

9. Establishing quality Maintenance Organization.

Setting condition s without defectives, and it’s maintenance and control

10. Establishing system s to improve efficiency of administration and other indirect departments.

Support for production , increasing efficiency, in the department and of equipment

11. Establishing system s Establishing zero accidents and zero pollution

to control safety, sanitation and working environments.

systems

Steady application

12. Total application of TPM and raising its level.

Application of PM award challenge of a higher target

The above eight pillars take care of implementation of TPM, Let us study these pillars one by one.1. “Kobestu – Kaizen” (Individual Improvement):-The Word Kaizen means Kai (change) and Zen (Good) .Therefore Kaizen means Good Change. Understanding Kaizen means “Continuous improvement.” For getting ideas Kaizen implementation, we can use the following steps:-

1. Identify 16 major losses and workout existing OEE. 2. Understand reason for losses & eliminate or reduce them.3. Note snags and difficulties.4. Make use of 5W and 1H principle & QC Tools.5. Find out OEE after improvements.

Procedure followed for “Kobetsu-Kaizen” Implementation:-A] Formation of KK sub-committee:-KK sub-committee has a team of up to 7-8 members in a large company. The heads of different department and the chairman is usually the Plant Head.The committee has following roles:-

1) Recording, categorizing and analyzing 16 losses (except breakdown and defect loss) machine-wise, department-wise, unit-wise, and company-wise.

2) Calculation / Analysis of OEE and set targets for minimizing / eliminating each loss. In some cases, companies are also including specific losses which are affecting their business. In other words the formula for OEE may be different at different stages of TPM in a company for specific constraints in a company.

3) Based on business need. Set priorities on losses and projects looking at recourses constraints.4) Selecting Kaizen themes based on losses, setting targets and assigning teams to take responsibility for

each identified project.5) Identify bottleneck areas. Fix targets and set priorities.6) Launching of project teams with pilot projects.7) Helping all support functions to arrive at the Loss Vs cost matrix and the P, Q, C, D, S, M measures.8) Identifying aim and scoop of KK, training requirement and guiding the facilitators to focus losses on

company performance.9) Knowledge sharing through horizontal deployment activities.10) Develop the master plan for KK and track progress of Kaizen and OEE Motivate people to do Kaizen.11) Giving inputs to the education and training pillar for training matrix development.12) Working in close co-ordination with other sub-committees for achieving the PQCDSM targets. This

committee will meet at least once a week or month for the above mentioned points. Role of operators in Kobetsu- Kaizen:1) Be a member in small groups / circles and participate in circle meetings.2) Improve and sustain ‘1S’ and ‘2S’ to eliminate search time losses.3) Identify losses by identifying abnormalities.

KK pillar deals only with those losses that cannot be handled by any other pillar. All 16 losses have to be considered by the KK committee and make up the loss structure for the company. (Losses due to defect / rework losses through Quality Maintenance. failure losses through Planned Maintenance).Following are the 16 major Losses:-

1. Equipment failure loss.2. Set-up and adjustment loss.3. Cutting Blade Change loss4. Start-up loss.5. Minor stoppage & idling loss.6. Speed loss.7. Defects and Rework loss.

8. Shut down loss.9. Management loss.10. Operating Motion loss.11. Line organization loss( layout)12. Logistic loss.13. Measurement and adjustment loss.14. Energy loss.15. Die, Tool & Jig loss.16. Yield loss.

Setting P, Q, C, D, S, M targets for KK Collect data for previous year before kick-off. KK committee looks at P, Q, C, D, S, & M at the company level and selects areas under each category.(E.g.) 1) P- Productivity / production increase by Improvement in OEE of machines. Improvement in attaining effective man-hours. Improvement in labor productivity. 2) Q-To bring defects to zero. By analyzing Customer complaints & warranty returns. In-house rejection / rework Incoming material rejections

3) C-Cost reduction through OEE increase Cycle time reduction on bottleneck machinesReduction of inventory on cutting toolsReduction in consumption of cutting oilsEnhance tool life

4) D- To maintain delivery performance through OEE increase Improve bottleneck machine / process5) S- TO achieve zero accidents levelBy providing training on machine operationsIdentifying unsafe actions and locations and taking corrective actions to avoid accidentsMotivation of operators through involvement and participation.Analysis of accidents happened in the past and near miss accidents through why-why Analysis and improves working conditions.6) M-To improve moral of operators throughInvolvement and participation in circle activitiesBy encouraging generating Kaizen and Rewarding for suggestions / improvements carried out. Prioritize losses for KK:- Prioritizing losses to be based on:- 1. Analyze the losses that affect OEE2. no. of occurrence and time losses3. Type of losses (sporadic and chronic)Quality and failure losses are not covered here.Preparing master plan for KK:-After collecting losses and prioritizing them, an action plan is drawn up area and machine wise. Based on current status as bench- mark and fixing targets:-1. For OEE improvement in -Model m/c -Rank A m/c-Other m/c2. Productivity Improvements

-Cycle time reduction- Man-hour utilizationProject teams / circle are selected and targets on results and time frame agreed upon The KK master plan is aligned to the Overall master plan.B] Understand reason for losses & eliminate or reduce:-These losses are found in man, material, method, machine, place, time, facilities, Tool & equipments etc.Following are the some reason of the losses:-

1) Improper selection of material.2) Design necessary for costly manufacturing process.3) Lack of standardization.4) Incorrect Quality standards.5) Improper selection of processes and equipment.6) Improper Design.7) Bad Maintenance of M/c’s, tools equipments etc.8) Improper layout /too much handling9) Wrong methods.10) Lack of knowledge & training.

C] Note snags and difficulties:-Useful and creative ideas for improvement can be found by identifying following snags and difficulties:-

1. Unnatural and awkward movement2. Things not easily accessible3. Walking distance4. Searching5. unsafe condition6. Too much handling7. Delays and waiting8. Dirty and unpleasant job9. fatigue10. Difficulties in visibility11. Mental stress

D] Make use of 5W and 1H principle & QC Tools:-After identifying the above, and studying the present method, we can use the 5W and 1H Technique for developing improved method. Each and every operation, transport, inspection, delay, stoppage, and storage, can be challenge by asking the e following questions:-

1) What is being Done2) Why is it done Is it necessaryCan it be eliminate3) Where is it done why there?Where else could it be done?Where should it be done?4) When it is done why at that time

When else could it be done? When should it be done?

5) Who does it Why that person only Who else can do it? Who should do it?

6) How is it done Why that way7) How else could it be done8) How should it be done

E] To find out OEE before & after Improvements:- This will help in identifying existing losses with percentage of each and will help in comparison of OEE before improvement and after improvement.

Overall Equipment Effectiveness (OEE) consists of three parts: Loading time - Down time1. Availability (A) =……………………………………… Loading time Theoretical Cycle Time x Units produced2. Performance Efficiency (P) =………………………………………………………… Loading time - Down time Units produced - Defective units3. Rate of Quality Products (Q) =………………………………………………………

Units produced4. Percentage OEE =A x P x Q x 1002. “Jishu – Hozen” Autonomous Maintenance:-The initial Mind set in organization:-

1. Individual preserving one’s own equipment2. Significant change from early theory of

“I manufacture – You Repair” Or “I Make - You Fix.”

Any equipment is having two type of

deterioration;-a) Natural Deteriorationb) Accelerated Deterioration

Reason for Natural Deterioration:-1. Errors in operability.2. Incorrect maintainability & repair Quality.3. Lack of safety & Reliability.

Reason for Accelerated Deterioration: _1. no cleaning of dust & oil2. No cleaning &Replenishing of lubricants.3. No regularly tightening of nut & bolts

Classification of Maintenance Activities for Deterioration:-A. Activities to prevent deterioration: - By correct operation, Improvement of basic condition and adjustment

to prevent Quality defect.B. Activities to measure deterioration :- By senses( touch, see, hear, smell)C. Activities to rectify deterioration :- By improving reliability, maintainability of machines ( MTBF,

MTTR)Objective of Jishu – Hozen” Autonomous Maintenance:-

2. To prevent Equipment deterioration3. To maintain Equipment in optimal condition 4. To established basic Equipment condition5. To eliminate Equipment failure6. To make operator familiar with his Equipment7. To eliminate Quality defect8. To eliminate cost losses

7- Steps for Evolving Autonomous Maintenance:-

Role of production Role of maintenanceMaintenance does not its job Production do not know how to operateThey take too long to fix. The Equipment We get lot of Repair so we don’t have ample to

do a real corrective action and are forced to do only temporary job.

This equipment is so old no wonder it breaks down again and again

We prepare the standards but they do not do the checks

We are too busy to do vital daily checks

Step Activity Name Activity Description1 Initial clean-up All-around clean-up of dust and dirt, centering on equipment

proper, and implementation of lubrication, and machine part adjustment, discovery and repair of malfunctions in equipment.

2 Measures against Sources

Prevent causes of dust and dirt and scattering, improving places which are difficult to clean and lubricate and reduce the time required for clean-up and lubrication.

3 Formulation of clean-up and Lubrication standards

Formulate behavioral standards so that it is possible to steadily sustain clean-up , lubrication and machine parts adjustment in a short period ( Necessary to indicate a time frame –work that can be used daily or periodically)

4 Overall inspection Training in check-up skills through check-up manuals,Exposure and restoration of minor equipment defects through overall check-ups.

5 Autonomous cheek-up Formulation and implementation of Autonomous check-up sheet.

6 Orderliness and tidiness

Standardized various types of on-the job management items and devise complete systematization of up-keep management.1.Standardized for clean-up, check-ups and lubrication2.Standards for physical distribution in the work place 3. Standardization of die management, jigs, and Tools.

7 All-out Autonomous management

Development of corporate policies and goals, and making improvement activities routine: Steadily record MTBF analysis, analyzes these, and carries out equipment improvements.

Preparations for JH Activities:-1. Prepare a cleaning & Lubricating map.2. Arrange Tools.3. Arrange Red & White Tags.4. History of Failures5. Training on 7- Steps of JH 6. Training on &-type abnormalities.

STEP 1: Initial Clean up1. Cleaning is inspection2. Use 5 senses for cleaning. ( 5S Activity )3. Find out 7 types of abnormalities.4. Put tags on abnormalities.5. Prepare list of unfulfilled basic condition.6. Make list of ,

a) Hard to cleanb) Hard to lubricate.c) Hard to tighten.d) Hard to inspect.e) Hard to adjust.

7. Record cleaning time.8. Carry out audit on step -19. Meeting after the daily activities.10. Refer to the old History records.7- Type of Abnormalities:-1. Minor Flaws.2. Unfulfilled Basic conditions.3. Inaccessible places.4. Contamination sources.5. Quality defect sources.

6. Unnecessary and non-urgent items.7. Unsafe places.

1. Minor Flaws:-Flaws Source of Generation

Contamination Dust , dirt, powder, oil, grease, rust, paintDamage Cracking , crushing, deformation, chipping, bendingPlay Shaking , failingout, tilting, eccentricity, wear, distortion, corrosionSlackness Belts, ChainsAbnormal Phenomenon

Unusual noise, overheating, vibration, strange smells, discoloration, incorrect pressure or current

Adhesion Blocking, hardening accumulation of debris, peeling malfunction.2. Unfulfilled basic condition:-Condition Source of unfulfillnessLubrication Insufficient, dirty, unidentified, unsuitable, leakingLubrication supply

Dirty, damaged or deformed lubricant inlets, faulty lubricant pipes

Oil level gauges

Dirty, damaged, leaking, No indication of correct level

Tightening Nuts and bolts slackness, Missing, Cross-threaded, Too long, crushed, corroded, unsuitable washers, wing nuts on backward

3. Inaccessable places:-places Reason for inaccessible

Cleaning m/c construction, covers, layout, footholds, spacelubricating Position of lubricant inlet, costruction, height, footholds, lubricant outlets,

spaceChecking Construction, covers, layout, footholds, instrument position and orientation,

operating-Range display.Tightening Covers, construction, Layout size, space.Operation M/C layout, position of valves, switches and leavers, footholdsAdjustment Position of pressure gauges , thermometers, flow meters, moisture gauges,

vacuum gauges etc.4. Contamination sources:-Contaminates SourcesProduct Leaks , spills, spurts, scattering, overflowRaw material Leaks , spills, spurts, scattering, overflow Gases Leaking compressed air, gases, steam, vapor, exhaust fumes etc.Lubricants Leaking spills, seeping oils, hydraulic fluids, fuel oils etc.Liquids Leaking water, hot, cold, half finished products, waste water, leaking supply

lines etc.Scrap Flashes, cutting packaging materials, and non –conforming products.others Contaminants by people & Forklifts, Infiltration through cracked walls, broken

windows etc.5. Quality defect sources:-

Defect SourceForeign Matter Dust, Rust, powder, chips, moisture, wire scrap, wood piece, paper pieces,

stones etc.Shock Dropping, jolting, collision, vibrationMoisture Too little or Too much, infiltrationGain Size Abnormalities in screens, Compressed air separators, centrifugal separators.Concentration Inadequate warming, heating, compounding, mixing, evaporation, stirring etc.Viscosity Inadequate warming, heating, compounding, mixing, evaporation, stirring etc.6. Unneccery and non urgent items:-

Items Details of ItemsMachinery Pumps, fans, compressors, columns, tanks etc.Electrical equipment

Wiring, piping, power leads, switches, plugs etc.

Piping equipment

Pipes, hose, ducts, valves, dampers etc.

Measuring instrument

Temperatures, pressure gauges,vacuum gauges, ammeters etc.

Jigs & Tool General tools, cutting tools jigs. Molds ,dies, frames etc.Spare parts Stand by equipment, spares, permanent stocks, auxiliary materials etc.Makeshift repairs

Tape, string wire, metal plates etc.

7. Unsafe places:-Place Unsafe condition

Floors Unevenness, cracked, holes, projections, peeling wear of steel chucker plates, slipping.

Steps Too steep, irregular,slipping,missing handrails etc.

Lights Dim. out of position, dirty or broken covers , no explosion proofing etc. Rotating machinery

Displaced fallen oil or broken covers, not safe for emergency, missing emergency stop devices.

Lifting Devices Wires, hooks, brakes and other parts of cranes and hoists etc.Others Special substances, solvents, toxic gases, insulating materials, danger signs,

protective clothing etc.PLANNED MAINTENANCE :-It consist of:

1. Daily maintenance2. Time based maintenance.3. Predictive based maintenance.4. improvement for increasing the service life expectancy5. Control of replacement parts.6. lubrication control7. Failure Analysis and prevention of recurrence ( using WHY – WHY Analysis, Q.C. Tool etc. )

PRCEDURE :- Giving support & Training by PM Team To JH Team.Step 1 :

1. To explain m/c function and mechanical function and define basic condition s-normanl and abnormal.2. Maintenance should get inviovled in the electrical JH activities.3. Identification of cleaning, lubrication and inspection items.4. Cleaning Tools management5. Abnormality identification traiaing and teach about Red/ White tags.6. Teach how to develop One point lesson.7. Help to discover difficultr to access areas8. Inspection while cleaning –teaching this to operators9. Triaing the operators on moving parts, functional inspection of the rotating mechanisms ,to find out

abnormalities and making operators judge pass-fail criteria.10. Quick response to Tags-urgency explain.

Step 2 :Assist and implement countermeasure for souces of contamination by fabricating carrying out trails, installing and improving gaurds etc. This will include activities such as:1. Make m/c easy to clean ,lubricate and tighten –by operator with their involvement .2. Conductind WHY-WHY analysis of breakdown and if the reason being lack of Jishu – Hozen activities then fill the skill gap.3. prepare localized gaurds.

4. Arrest leakages.5. Removal of Red / White tags –explain and do.6. Rectifying the major abnormalities, which cannot be done by operators.7. To train the operators for developing , with one point lesson.8. TO train the operators to conduct daily autonomous maintenance activity safely.9. Attend to suggestion made by operators in form of countermeasures by JH team that they couldn’t implement themselves.Step 3 :-

1. Prepare of visual control – to make the changes in equipment including auxiliary units so that they are easy to clean, acess, inspect and lubricate . ( Re-tighten) make the equipment ‘visually controllable’ by operators.

2. Decide frequency for Cleaning , lubricating, tighten and making the method to do it and decide who will do what . Then teach that person “How’ to do .

3. Provide the right kind of Tool near the m/c for operator to use . similarly provide appropriate tools to maintenance for their work.

4. Prepare Breakdown sheet on which all breakdowns will be recorded and analyzed.5. Correct abnormalities that are identified through inspection.6. Demonstrate and explain how to implement and execute the JH and PM activities to concerned operators

and maintenance people.7. Established standards for lubrication and monitoring pressure / temperature etc.8. Established standards for cleaning.

Preparing PM schedule:-1. PM schedules are prepared studying the previous history cards of the m/c that indicate the breakdown

hours with frequency and the manufacture’s recomandation.2. Criticality of m/c depending on P,Q, C, D, S, M, is drawn up . Based on the criticality, these m/c are

ranked into ABC ranks.3. Replacement of parts and adjustments is planned for claender and spares availability is confirmed . 4. They are prepared at the year beginning itself . These cover schedule dfor a. Preventive maintenance.

b. CBM : The schedule is prepared based on the history cards .c. TMB : The schedule is prepared based on the manufacture’s recommendation and our prevous experience.d. Traininge. Preventive Maintenance

f. Machine improvement. g. Spares Planning.Reducing maintenance costs:-

1. By incrwsing the life of the equipment through JH activities ( cleaning ,lubricating ,inspecting) that leads in reducing the consumption of the spares.

2. Devising visual controls that will give early warning signal about deterioration ( use of sensory organs)3. Enhancing skills of maintenance people by education and training and create awareness of cost.4. Introduction of modular system –so repairs can be done off-line.5. Increase service life of component through Kaizen.6. Improve MTTR through Kaizen7. Use value engineering tewchniques for alternate material design.8. Standardization of spares , indigension , repairs of high value items – to control inventory – office TPM.9. Reducing sub-contracting and increasing indigensiation.10. Recycling oil, water.11. Stocking policies and special part planning.12. Effective use of unused machines parts.13. Power factor improvement.14. Improve cycle time.15. Energy conservation.16. Design change to correct the weakness or improve the conditions by Kaizens.

17. By establishing a spare parts and maintenance planning management system, including inspection of the quality of the incoming spares.

18. Educating the personnel in the cost control activities.Ranking the machines :-Machine are ranked according to their influence on P, Q, C, D, S & M . Also at times m/c that suffer from chronic problems and unique also get categorized as A rank machines.Category Criteria Rank

P If the production gets stopped due to breakdown ACan be repaired immediately BNo influence C

Q If the breakdown results in outright rejection of the products ACan be reworked and salvaged BDoes not affect quality or yield C

C Frequent stoppages of the machine leading to expensive spare parts replacement

A

Repair cost very less and non-trouble some machineries BD If the breakdown adversely affects the dispatch of products A

Can be taken care by alternate methods BS If the failures lead to major safety and environmental

problems / accidentsA

Failure would cause no safety or environmental problems in the surrounding areas.

C

Documents Required for PM :-1. History cards for all machine.2. PM schedule for the year.3. Periodic parts replacement schedule.4. Structural manual.5. Computerised maintenance management system documents.6. Machine structure study.7. Drawing and circuit diagram for all m/c.8. Utility reqirments and their flow system.9. Equipments Maintenance records.10. Spare parts requirement and their consumption trends.11. MP sheet.12. One point lesson.13. Breakdown occurrence trend.14. Physical phenomenon of the breakdown.15. Why-Why analysis documents16. Maintenance through machine structural manual.17. Radar charts.18. Calibration certificate19. Manufacture’s guideline.20. TBM calendar.

QMS –Quality management / maintenance System :-Quality can not be improved by inspection , it should be built in the product. Henece quality maintenance required involvement of all the deparments and employees.Aim should be achieveing zero defects . This can be achieved through various QC Tools and use of Poka – Yoke.“Poka-Yoke”- Poka is a Japanese word meaning “Inadvertent errors” and YOka comes from Japanese word “ yokerie” meaning to avoid. The idea behind Poka – Yoka is free a person’s mind from maintaining repetitive vigil, which is often practically infeasible.BY doing so a person without the fear of making mistake can constrictively do more value – added activities runs the poka-yoke philosophy.

Data required for QMS :-Quality defects for customer end data :-

1. Customer end line rejection.2. Field complaints.

Quality defects for in-house – data related to product & process :- Data related to product may include:-

1. productwise defect2. Severity of the defect and its contribution –major / minor3. Location of the defect with reference to the layout.4. Magnitude and frequency of its occurrence at each stage of measurement5. Occurrence trend in beginning and the end of each production / process changes.(Like pattern change,

Tundish change, ladle / furnace lining etc.)6. Occirrence trend with respect to restoration of breakdown / modification / periodical replacement of

quality components. Data related to processes:-1. the operating condition for individual sud-process related to men , method, material, and machine.2. The standards setting / condition of the sub –processData from first and last piece inspection report and rejection analysis report are also means to collect data on quality defects.This data is usually compiled in a Quality loss format . For every quality defect 6W and 3H condition are captured .

Making the Quality Matrix chart :-Quality Matrix is one of the means to achieve zero defects by identifying focus areas. The purpose is to established a relationship between process characteristics and quality characteristics.Quality matrix can be nade fewer than three categories depending on your company:-

1. Process-wise2. Operation wise3. Machine wise

The inputs to making this matrix come from:1. Product /process history –type and frequency of problems occurred with counter measures or corrective

actions.2. Machine manual.3. Past records of defects modes are analyzed to investigate the types of defects occurring in each process .

Relation of product quality characteristics with each defect is established . Relation of defect modes with each process and sub process is established.

Classification of defects can be by safety :-Major characteristics affecting performance of product :-

1. Defects in the market.2. Defect that will lead to customer complaint.3. Defect that will become apparent in following process.4. Defect from prevous process that becomes apparent I the current process.

A team of people representing the following functions must develop this matrix:1. Quality2. Process planning3. Maintenance Engineers4. Shop supervisors5. OperatorsMethod of inspection standards to sustain zero defects :-

1. Check point are defined in terms of condition s that don’t produce defects.such condition are expressed in standard values.

2. For each of the specification frequency of checks and responsibilities must be clearly indicated . Some items can be checked by JH circles and others by PM ,QM, KK etc.

3. Review the inspection standards periodically for defect occur.

4. Occurrence (relation analysis of defect occurrence and standard ) Ensure the current situation and implement improvement activities and calibration of equipment.Continuously, based on feedback, revise the inspection standard and implement.

5. Develop operators skill on the revised standards through one point lessons., visual Aids, DO’s and DONOT display to alert them .continuously monitor dimensions by auto-gauging for critical and significant dimensions.

Exchange the ideas for elimination and for sustaining zero defects:-1. Monitor continuously the defect rate on daily , weekly, and monthly basis.2. conduct circle meeting periodically to confirm corrective actions and whether they are effective.3. Established standards for machine, equipment and monitor their accuracy.i.e. operate atcontrolled

tolerance ti the mean limit of the tolerance.4. Develop skills of operators to stop the machines when defects are noticed.5. Maintain machine and measuring equipments to the basic condition to prevent deterioration.6. continuously monitor the incoming product quality. Poka-yoke and PM analysis are necessary .Many of

the companies , are putting I poka=yoke for all process which impact safety of product or operation and where there are any customer complaints .In addition to that the following suggestion are made:

a. poka – yoke working to be inspected This can be ensured through TBM calendar.b. Kaizen inspection sheets are prepared and key points are addes ass Quality points in the JH check

sheets.c. Setting master’s usage and first time right setting is done through education and training.

Office TPM :Office TPM and it’s benefits:To improve productivity ,efficiency in the administrative functions and identify and eliminate losses . This includes analyzing processes and procedures towards increased office automation . Office TPM addresses seven major losses

1. Processing loss2. Cost loss including in areas such as procurement,accounts, marking, sales leading to high inventories.3. Communication loss4. Idle loss5. Set-up loss6. Accuracy loss7. Non-value added loss

Benefits :1. Involvement of all people in support functions for focusing on better plant performance.2. Reduction in administrative cost.3. Reduced inventory carrying cost.4. Better utilized work area5. Reduced repetitive work.6. Motivate people in support areas.7. Multiskilling in support areas.8. Some evident results are :

a. reduced inventory levels in all parts of the supply chain.b. Reduced In no. of files.c. Reduction of overheads costs ( to include cost of non –production / non capital equipment )d. Productivity of people in support functions.e. Breakdown of office equipment.f. Customer complaints due to logisticsg. Expenses due to emergency dispatches / purchasesh. Reduced manpoweri. Clean and pleasant work invironment.

Defination of P Q C D S M in Office TPM:P- Production output lost due to want of material. - Manpower productivity - Production output lost due to want of Tools

Q- Mistake in preparation of checks, bills, invoices, payroll - Customer returns / warranty attributeable to BOP’s - Rejection / rework in BOP’s / job work - Office area reworkC - Buying cost / unit produced - cost of logistics- inbound / outputbound - cost of carrying inventory - cost of communication - Demurrage costsD - logistic lossess ( Delay in loading / unloading ) - Delay in delivery due to any of the support functions - Delay in payments to suppliers - Delay in informationS – Safety in material handling / stores / logistics - Safety of soft and hard dataM- Number of kaizens in office areas Sub- committee formation:-After kick-off activate four pillars ( JH, KK, QM, PM) then start Office TPM ( after about one year). A senior person from one of the support functions e.g. Head of finance ,MIS, Purchase etc.Members reperesenting all support function and someone from production & Quality . All employees from the support function to be covered.Step followed for office TPM:-

1. Providing awarness about office TPM to all support departments2. Helping them to identify P,Q, C, D, S, M in each function in relation to plant performance.3. Identify the scope for improvement in each function4. Collect relevant data.5. Help them to solve problems in their circles6. Make up an activity board where progress is mentioned on both sides-results and actions along with

kaizens.7. Fan out cover all employees and circles inall functions.

Identifying losses in office TPM:-In each functional area identify the losses seperatelyand add them up to build up a master plan for office TPM Fro Example:

1. Office equipment breakdown.2. Communication channel breakdown , telephone and fax lines.3. Time spent on retrieval of information4. Non availability of correct online stock status5. Customer complaints due to logistics6. Expenses on emergency dispatches / purchase7. Cost reduction on non-production / non capital items.

Auditing Office TPM :Check items like:

1. ‘1S’ and ‘2S’2. Time for retrievability of information3. Number of files.4. Disposal of unwanted records.5. Dirt and dust freee office equipment.6. Lights switched off when not in use