CHAPTER 1

INTODUCTION
1.1 Overview
In the last three decades, the manufacturing industries have experienced the
unprecedented degree of change. Globalization and economic turbulence have increased
pressure on manufacturing firms to perform in a cost efficient way which will be able to
satisfy the ever changing need of their customer. The changes that are involved are in the
form of management approaches, product and process technologies, customer
expectation, supplier attitudes as well as competitive behavior. In todays fast changing
marketplace, slow, steady improvements in manufacturing operations do not guarantee a
sustained profitability or survival of an organization. Thus the organizations need to
improve at a faster rate than their competitors, if they are to become or remain leaders in
the industry.
Many systems in practice today do not perform as intended, nor are they cost
effective in terms of their operation and support. Manufacturing systems, in particular,
often operate at a much less capacity than expected. Consequently, the productivity of
manufacturing systems is decreasing and the cost of producing products is increasing. In
dealing with the aspect of cost, experience has indicated that a large percentage of the
total costs of doing business are due to maintenance-related activities in the factory (i.e.,
the costs associated with maintenance, labor and materials and the cost due to production
losses).
Manufacturing firms are realizing that there is a critical need for proper
maintenance of production facilities and systems. Industrial plants, machinery and
equipment are becoming technologically more advanced, and at the same time more
complex and difficult to control. Just in time (JIT) management systems, lean and agile
manufacturing, and the use of automated and integrated systems have made production
systems increasingly vulnerable to risks and susceptible to diverse consequential effects
due to breakdowns. Maintenance is a business function that serves and supports the
1

primary process in an organization. It is defined as a combination of all technical and

associated administrative actions intended to retain an item in, or restore it to, a state in
which it can perform its required function. The maintenance process adds to customer
value in terms of profit, quality, time and service. Therefore, the maintenance function
has become essential for a manufacturing organization to maintain its competitiveness.
TPM is a unique Japanese philosophy, which has been developed based on the
productive maintenance concepts and methodologies. This concept was first introduced
by M/s Nippon Denso Co. Ltd. of Japan, a supplier of M/s Toyota Motor Company,
Japan in the year 1971. Nakajima, a major contributor of TPM, has defined TPM as an
innovative approach towards maintenance that optimizes equipment effectiveness,
eliminates breakdown and promotes autonomous maintenance by operators through day
to day activities in involving the total workforce.
TPM is defined as a productive maintenance carried out by all employees through
small group activities. TPM aims to increase the ability of existing equipment in a given
situation which will in turn reduce the need for further capital investment. TPM
philosophy requires the development of a preventive maintenance program for the lifecycle of the equipment and the involvement of operators in maintaining the equipment in
order to maximize its overall efficiency and effectiveness.
For now the TPM is always represented as the respect of machine and operator
but the important factor management is neglected. The activity of management which
causes the reduction in productivity of machine and the firms and their importance are
considered in this project work.
1.2 Project Background
Total Productive Maintenance (TPM) is a maintenance program, which involves
defined concepts for maintaining plants and equipment. The goal of the TPM program is
to markedly increase production while, at the same time, increasing employee morale and
job satisfaction. The dual goals of TPM are zero breakdowns and zero defects; this
obviously improves equipment efficiency rates and reduces costs.

Power Plant Piping Unit, BHEL, Thirumayam, Tamilnadu, is a newly developed

plant, which is inaugurated by P.M. Dr. Manmohan Singh in the month of August 2013.
In this plant new employees are involved in maintenance and service department.
Although the plant is new the machines are in good condition but the improper work
methods and lack of experience resulted in reduction in productivity and increase in
down time.
The focus of the study is to assess the existing maintenance system of BHEL
Thirumayam plant to investigate potential area of improvement so as to develop and
implement the Total Productive Maintenance to achieve the objective and the best
performance of all the activities.
1.3 Scope of Work
This project work is done in two phases. In first phase the study and calculation of
OEE for model machines have been done. And also the various activities which lead to
losses are identified.
In second phase the management activities which are responsible for waste are
identified. Based on these activities the OEE for the management is calculated. New
technique is developed for this.
This study will lead to significant contribution to the company as a result it will
have well established maintenance system that will facilitate it in providing better
services to its customer.

CHAPTER 2
LITERATURE REVIEW
In this chapter, literature reviewed during the study has been narrated.
2.1 Introduction
In the world of business today, customers expect manufactures to provide excellent
quality, reliable delivery, and competitive pricing. This demands that the manufactures
machine and processes are highly reliable. Certainly, with manufacturing, process and
service industries becoming progressively dependent on the reliability of fewer but more
sophisticated machine and process while poor equipment operating performance is no
longer affordable or acceptable. The overall effectiveness of the machine, equipment and
process is paramount to provide consistency of product quality and supply at a realistic
price.
Some word class Japanese companies recognized over twenty years ago that the effective
application of modern technology can only be achieved through people, starting with the
operators of that technology, and not through system alone. Total Productive
Maintenance is a tool to maximize the effectiveness of the equipment by setting and
maintaining, the optimum relationship between people and machines.
Nippodenso, a supplier of electrical parts of Toyota, first used the term of TPM in the late
1960s. At that time, it was a slogan for their plant improvement theme, productive
maintenance with total employee participation. In 1971, Nippodenso received the
Distinguished Plant Award (The TPM Prize) from the Japan Institute of Plant
Maintenance (JIPM). Nippodenso was the first plant to receive the award as the result of
implementing TPM, and this marked the beginning of JIPMs association with the
improvement methodology. Eventually Seiici Nakajima a vice chairman of JIPM, known
as the father of TPM ashes provided implementation support to hundreds of plants,
mostly in Japan.

Nakajima describes TPM as productive maintenance carried by all employees through

small group activities. He considers it an equal partner to total quality management in
the attainment of world-class manufacturing. According to TPM principles, the
responsibility for optimizing equipment lies not just with the main tenancy department,
but also with all plant personnel. Furthermore, TPM can be say as a plant improve
methodology which enabling continuous and rapid improvement of the manufacturing
process through use of employee involvement, employee empowerment, and closed-loop
measurement of result.
2.2 Importance of TPM
Johnson in his article was said that companies, which seek to improve competitiveness,
must infuse quality and improvement measures in all aspects of their operations. This
principle led to complete overhaul of maintenance practices in manufacturing plants.
Maintenance managers now view the consistent production of quality goods as greatly
dependent on the quality of operations rendered by the necessary machinery. The TPM
approach helps increase uptime of equipment, reduces machinery set-up time, enhances
quality, and lowers costs. Through this approach, maintenance becomes an integral part
of the team. The ultimate benefits that can be obtained by implementing TPM are
increased profitability and improved productivity. Financial quantification specifically
calculating the savings is not directly shown on the income statement. Nonfinancial
measures can be converted into financial savings and cost reductions realized by
implementing TPM. The implementation of TPM if intertwine with other initiatives
causing a confounding impact.
Meanwhile, companies that develop their technological base were able to capitalize on
technologys ability to make a positive contribution to performance. TPM can improve
the technological base of a company by enhancing equipment technology and improving
the skills of employees. Furthermore, TPM helps to improve the organizations the
capabilities by enhancing the problem solving skills of individuals and enabling learning
across various functional areas. There are seven useful definitions and benefits of
implementing TPM in a company as below.

1. Maximized efficiency of equipment leading through participation of all

employees.
2. Improved reliability of equipment leading to improved product quality and
equipment productivity
3. Economical use of equipment throughout its total service life.
4. Operators trained and equipped to perform minor but essential asset care of
their machines.
5. Increased utilization of skilled trades in higher technical areas and more
diagnostic work
6. Practical and effective total quality team working example aimed at
equipment improvement and maintenance prevention.
7. Improvement in overall equipment effectiveness as a measurable route to
increase profitability.
2.3 Definition OF TPM
TPM described as an enabling tool to maximize the effectiveness of equipment by setting
and maintaining the optimum relationship between people and machines. The father of
TPM, Nakajima who has given the original approach of its application, defined TPM as
productive maintenance carried out by all employees through small group activities and
can be viewed as equipment maintenance performed on a company-wide basis. TPM is
thus a method for bringing about change. It is a set of standard activities that can lead to
improved management of plant assets when properly performed by individuals and
teams. Philosophically, TPM resembles total quality management (TQM) in several
aspects, such as
1. Total commitment to the program by upper level management is required,
2. Employees must be empowered to initiate corrective action, and
3. A long-range outlook must be accepted as TPM may take a year or more to
implement and is an on-going process. Changes in employee mind-set toward
their job responsibilities must take place as well. Total productive maintenance
(TPM) is the systematic execution of maintenance by all employees through small
group activities.
6

The two main goals of TPM are to develop optimal conditions for the workshop as a
human machine system and to improve the overall quality of the workshop environment.
2.4 Types of Maintenance
1. Preventive Maintenance
2. Breakdown Maintenance
3. Corrective Maintenance
4. Renovate Maintenance
This section will be describing briefly all of this type of maintenance.
2.4.1 Preventive Maintenance
Preventive maintenance is a philosophy, not just a term. It is rapidly replacing common
maintenance practices in competitive industry today. Without this type of program
ingrained into an organization, maintenance costs become excessive which decreases the
organization competitiveness. Preventive maintenance (PM) is described as an action
which taken to keep an item which is in operation in an operating condition by means of
inspection, detection and prevention of failure. Equipment failure usually occurs at the
worst possible time. This situation can be avoided if the maintenance department been
able to detect the problem in the equipment, and made the necessary repairs before a
failure occurred at the convenient time.
The second reason for preventive maintenance is safety. Proper inspections can detect the
unsafe conditions in time to prevent an accident, which might cause damage to the
equipment or injure operating personnel. A third reason is to reduce repair costs. When a
failure occurs, it usually destroys equipment that is associated with the detective
component. The repairs cost can be reduced if the defective component is changed before
the failure occurs. With the price of spare parts escalating at todays rate, this cost can be
savings. Preventive maintenance can be divided into two basic categories: scheduled and
monitored.
Scheduled- It is the process of periodic overhauled or service of the equipment. This may
be anything from lubrication routine to a time frame for replacement of component parts

on a piece of equipment. The time can be consider as the hours of operation, number of
shift of operation, or a given service period in days, weeks, or months.
Monitored- It used sophisticated testing equipment to help predict when the equipment
components will fail. It can be interfaced with a microprocessor to chart equipment wear
rates for even better estimations of equipment condition. Such a system allows logical
decisions to be made as to replacement of worn parts without causing lost productions
hour, for the equipment can be changed on scheduled repairs turns.
2.4.2 Corrective Maintenance
Corrective maintenance merely repairs work, which may be performed on a scheduled
basis or during inspection time. It usually used in correcting a defect before the
breakdown of the component occurs. This type of maintenance is usually performed in
response to a preventive maintenance inspection. Care must be taken to avoid either
extreme; otherwise its not cost effective.
2.4.3 Renovative Maintenance
Renovative maintenance is performed when the equipment can be taken off line for an
extended period of time. It must be scheduled with production to prevent a bottleneck
around the equipment. This type of maintenance usually refers to a major modification,
redesigns, or installation of some technological advancement. At the beginning, the cost
to operate the equipment and replace parts is cheaper. However, when the cost of
overhaul became greater than the cost to replace, then its time to schedule a period of
renovative maintenance. After performing this type of extensive maintenance on a piece
of equipment, its usually restored to a condition close to new. The breakdown rate
should fall off dramatically, until the next period of renovation is needed.
2.5 Pillars of Total Productive Maintenance
The origin of TPM is traced to 1970 and its place of birth is Japan. Before the evolution
of TPM, the field of maintenance engineering was adopting technology oriented
approaches like condition monitoring, preventive maintenance and reliability centered
maintenance. Presumably on realizing the absence of totality and human elements, the

principles of TPM were promoted by Japanese Institute of Plant Maintenance (JIPM).

Later it spread to different parts of the world including western countries.
Fundamentally TPM encompasses various elements of TQM and maintenance
engineering. In fact there have been researches linking TPM with quality. Because of the
shadowing of TQM, TPM envisages the total involvement of employees towards
enhancing maintenance quality with equipment. Several definitions of TPM have been
brought out. Several approaches of implementing TPM have also been brought out. A
bird's eye view of literature would indicate that eight pillar approach of implementing
TPM is the most exhaustive one.

Pillars of TPM
As shown, maintenance engineering and total quality control form the foundation of TPM
program. After laying this foundation, TPM program is developed by constructing the
following eight pillars. The conceptual features of these pillars briefly describe in the
following eight sections.
2.5.1 Autonomous Maintenance
The sense of ownership over the equipment operated by the workers shall have to be
developed. In other words, the worker should consider the equipment that he operates as

his own child and in case of its failure; the worker should react immediately to restore its
status quo. This is a contradiction to the traditional maintenance engineering approach in
which even minor maintenance problems are attended by the employees working in
maintenance engineering department.
2.5.2 Individual Improvement
According to this pillar, the worker has to improve himself to the extent of attending to
maintenance failures. He must also learn to analyze the cause of maintenance failures
using tools like why-why analysis and performance measurement analysis. This is a
contradiction to the conventional maintenance engineering approach in which, a separate
team consisting of maintenance engineering professionals carries out the analysis and
finds out the causes of maintenance failures. The solution provided through this
conventional approach often would fail to penetrate into the field conditions because of
its incompatibility.
2.5.3 Planned Maintenance
This pillar is a shadowed from of conventional preventive maintenance approach. In
order to build this pillar, the maintenance schedule must be drawn in advance. Besides,
provision should be made to allot sufficient resources to meet the planned schedule.
Another aspect of this pillar is the control of maintenance costs and elimination of
equipment losses. Six big losses identified in TPM field are;

Breakdown losses

Set-up and adjustment losses

Minor! Idling stoppage losses

Reduced speed losses

Defect! Rework losses

Start-up losses

2.5.4 Quality Maintenance

In order to construct this pillar, the organization has to inculcate the culture of zero defect
philosophy and use of all resources including equipment for attaining continuous quality

10

improvement. In the absence of TPM, the equipment is never a focus for achieving
quality of operations.
2.5.5 Office TPM
In order to construct this pillar, the smart methods and administrative activities shall have
to be promoted to support TPM activities. Further cost reduction in maintenance of
equipment shall have to be supported by office administration. This is a unique emphasis
of TPM since no other model on continuous improvement has envisaged the supporting
role of office administration in organizations.
2.5.6 Education and Training
According to this pillar, the employee of different levels must be imparted education and
training on TPM. Such programs may deal with the TPM tools and techniques. Although
training is imparted to employs even in conventional maintenance approach, its scope is
restricted to a section of workers working in maintenance engineering department.
2.5.7 Safety, Health and Environment
This pillar encompasses the human approach. According to this pillar, the TPM program
has to evolve a policy on environment, health and safety, which has to be strictly
enforced with the commitment and support of the management. Further the awareness on
environment, health and safety among the employs shall be affected through the adoption
of top to down approach, installation of relevant facilities and imparting education and
training.
2.5.8 Development Management
In order to construct this pillar, the TPM program shall allow the review of designs for
preventing further mistakes, use of manufacturing process data and establishment of
equipment start up times. These principles are not followed in conventional maintenance
engineering approaches.
Today literature is available to indicate the application of TPM to various extents in
different countries. To cap it all, TPM is considered to be one of the world classes
manufacturing strategies .These developments indicate the prowess of TPM which has
played a phenomenal role in revolutionizing maintenance management and engineering
11

approaches and thus have gained a heritage position in world class manufacturing
principles. However like any other managerial and technological models, TPM also
suffers from certain drawbacks. Particularly its scope is restricted to enhancing
maintenance quality of equipment only. Its scope does not extents to enhancing
maintenance quality of products and services offered by the organizations.
2.6 TPM Obstacles
The number of companies successfully implementing a TPM program is considered
relatively small and failure has been attributed to the following three major obstacles:
1. Lack of management support and understanding
2. Lack of sufficient training
3. Failure to allow sufficient time for the evolution
2.7 Critical Success Factors in implementing the TPM
TPM demands commitment, structure and direction. It also takes a great deal of time,
effort and resource to establish and sustain as with many other change management
philosophies. The key factors for successful implementations are to:
1. Approach TPM realistically, developing a practical plan and employing program
and project management principles;
2. Accept that TPM will take a long time to spread across the company and change
existing maintenance culture;
3. Be determined to keep going;
4. Put in place, train and develop a network of TPM coordinators that will promote
and support TPM activities every day;
5. Support TPM coordinators with time and resources, plus senior level back up
6. Put in place relevant measures of performance and continually monitor and
publicize benefits achieved in financial terms;

12

2.8 RESEARCH ON TOTAL PRODUCTIVE MAINTENANCE

F.T.S. Chana, H.C.W. Laub, R.W.L. Ipc, H.K. Chana, S. Konga., (2005) this paper is to
explain the effectiveness and implementation of the TPM program for an electronics
manufacturing ccompany,
Ranteshwar Singh, Ashish M Gohil, Dhaval B Shah, Sanjay Desai, (2013) - this paper
experience of implementing TPM is shared and investigated for a company
manufacturing automotive component.
Kathleen E. McKone, Roger G. Schroeder, Kristy O. Cua., (1999) this paper explores
the contextual differences of plants to better understand what types of companies have
adopted TPM programs.
Melesse Workneh Wakjira, Ajit Pal Singh, (2012) this paper is to evaluate the
contributions of TPM initiatives towards improving manufacturing performance in
Ethiopian malt manufacturing industry.
Harsha G. Hegde, N.S. Mahesh, Kishan Doss., - this paper reports a case study for
improving OEE with help of TPM and 5S techniques using a systematic approach.
Marcelo Rodrigues, Kazuo Hatakeyama, (2006) this paper was constructed based on
these multiple visions, approaching the main factors involved in the failure of TPM.
Kathleen E. McKone, Roger G. Schroeder, Kristy O. Cua., (2001) in this paper they
investigate the relationship between TPM and Manufacturing performance (MP) through
Structural Equation Modeling (SEM).
M.C. Eti, S.O.T. Ogaji, S.D. Probert, (2004) - in this paper they explores the ways in
which Nigerian manufacturing industries can implement TPM as a strategy and culture
for improving its performance.
G. Chand, B. Shrivani, (2000) - in this paper in it is recommended that a pilot project to
be conducted to implement a TPM program for the cell.

13

Philipp A. Konency, Jorn-Henrik, (2011) - in this paper, the impact of TQM and TPM on
plant performance and especially the supporting role of employee involvement practices
is investigated.
Adnan Hj. Bakri, Abdul Rahman, Abdul Rahim, Noordin mohd., Yusof, Ramli Ahmad
(2012)- this literature review-based research revealed an important research gap, i.e. the
need of a comprehensive integration between TPM and lean production methodologies.
Tamer H. haddad, Dr. Ayham A.M. Jaaron (2012) this paper presents a novel
methodology for the implementation off TPM program in the healthcare industry. A TPM
implementation methodology has been developed for increasing medical devices
utilization and decreasing their failures.
Jirarat Teeravaraprug, Ketlada Kitiwanwong, Nuttapon SaeTong (2011) this paper
gives a relationship model and supporting activities of JIT, TQM and TPM.
Kristy O. Cua, Kathleen E. McKone, Roger G. Schroeder (2001) - in this paper they find
that there is evidence supporting the compatibility of the practices in these programs and
that manufacturing performance is associated with the level of implementation of both
socially and technically oriented practices of the three programs.
Abdul Talib Bon, Lim Ping Ping, Berhanuddin Mohd Salleh and Asri Salamat (2011)
this paper intend to find out the relationship between TPM implementation and OEE
results. Comparison between before and after the implementation of TPM is carried to
see the difference that TPM can bring to an organization.
Ashok kumar Sharma, Shudhanshu the paper describes the maintenance (TPM) as
strategy to improve manufacturing performance. Further, 5S as the base of TPM and
overall equipment effectiveness as a measure of effectiveness have also been discussed.
Osama Taisir R. Almeanazel (2010) this paper reviews the goals and benefits of
implementing TPM, and it will also focusing on calculating the OEE in one of Steel
Company.

14

CHAPTER 3
CASE STUDY
3.1 Problem Definition
TPM can be defined in term of Overall Equipment Effectiveness (OEE) which in
turn can be considered a combination of the operation maintenance, equipment
management and available resources. The goal of the TPM is to increase the equipment
effectiveness and OEE is used as a measure. This project work is focused on increasing
the OEE of the machine on two bases, first in which operator and machine condition are
responsible for waste and second in which the management is responsible for the waste or
delay directly. It is believed that by improving the element, OEE rate will increase,
production rate of the factory will increase and thus it will bring higher sales and revenue
to organization.
First of all, the general waste activities due to operator on shop floor is identified
and eliminated for the increase in the OEE. The general maintenance activities are
improved and autonomous maintenance is implemented. In second part the factors or
activities of management are identified which are responsible for delay or waste on
machine and OEE is calculated for the management and improvement are suggested.
In this project work I used case study approach and concept of TPM
implementation applied in Power Plant Piping Unit (PPPU), BHEL at Thirumayam. So
the objective is to reduce the equipment breakdown and increase the availability. In
Thirumayam plant we selected 6 critical machine of 3 types (two machine each type) to
improve Overall Equipment Effectiveness (OEE).
TPM model machine 1: Pipe Chamfering Machine (BFW, Bangalore)
TPM model machine 2: Pipe Chamfering Machine (SAFOP 900, Bangalore)
TPM model machine 3, 4: Pipe to Pipe Butt Welding Machine (PRIMO, Chennai)
TPM model machine 5, 6: Radial Drilling Machine (BATLIBOI, Surat)

15

Through this work OEE of particular machines will be increased. The bottlenecks
will be found out and remedies will be discussed and so there will be increase in product
quality and customer satisfaction.
3.2 Introduction to the Industry
3.2.1 Bharat Heavy Electricals Limited (B.H.E.L.), Thirumayam
BHEL provides customer a worldwide with complete custom-designed Boiler
Island Solution for power and process steam generation covering design, engineering,
manufacturing, erection and commissioning of boilers, boiler house auxiliaries and all
associated system and sub-system. In addition to concept to commissioning expertise for
all types of steam generators. Recently BHEL establish a Power plant Piping Unit
(PPPU) at Thirumayam. It is mainly constructed for manufacturing pipes for boilers.
3.3 Methodology
The implementation of TPM is done in certain steps and its a time consuming
method so its required to go with a plan. The primarily knowledge about plant and
machine was collected through in-depth study and visit of the plant shop floor. A no of
visits have been conducted in plant.
3.3.1 Creating Awareness
The primary thing of TPM is the commitment of all employees so its necessary
to increase awareness of the employees in the plant. So some awareness meetings were
organized with the executives and some presentations were conducted on TPM and its
importance, requirements, dos etc. So an awareness program was conducted with
executives as well as operators. The suggestions of employee were also recorded for this
program.
3.3.2 Selection of Model Machine
The first step of the methodology is the selection of machine on which the study
is carried out. To start with TPM, a few machines have been selected for implementation
of TPM, which is known as TPM model machine. The machines are selected on the basis
of their importance. The management played a major role in selection of machines.

16

3.3.3 Previous Machines Maintenance Work

Operational failure in industry can obstruct employees, delay the order, can lead
to the waste of industry resources as well as decrease in productivity, quality and
customer satisfaction. Most of the operational failure mainly resulted from the breakdown
in the material and information supply and wrong use of machines. Therefore, it is
noteworthy to identify the whole process of maintaining any device from the breakdown
call until putting the device back to its work before the implementation of TPM
principals.
The existing maintenance methods are preventive methods, condition based
maintenance, breakdown maintenance.
3.4 TPM IMPLEMENTATION METHODOLOGY
The study of shop floor and talking with executives suggest that development of
TPM implementation methodology using the 5S modeling technique. 5S is an approach
to keep the working areas in the different departments and in the maintenance workshop
in an organized condition to have effective workplace, simple working environment and
less waste. The 5S is constructed around the following five steps:
(i)

Seiri Sort out: in this step the importance of operators to organize their
working place so that the most frequent used tool should be put in the
front line. Various items have been sorted out on the basis of priority of
use.

(ii)

Seiton Organize: the facility made for operator to organize their tools in
order that each tool has just one place and labels are used. This was
thought to lead technicians quickly to the required tools.

(iii)

Seiso Shine the Workplace: the third pillar of 5S helps to keep work
areas, all work surface and equipment clean and free from dirt, debris, oil
etc. All the persons from mangers to operators were engaged for cleaning
their table, chair and cabin.

(iv)

Seiketsu Standardization: this defines the standard activities, procedures,

schedules and the persons responsible for keeping the workplace clean and
organized

manner.

Color-coding
17

and

standardized

coloration

of

surrounding were used for easier visual identification of anomalies in the

surroundings.
(v)

Shitsuke Sustain: it drives the organization to be disciplined in

maintaining this new standards and procedures and in continuously
improving the 5S state of the workplace.

3.4.1 Implementation of Autonomous Maintenance

Autonomous maintenance is a team based approach to maintenance activities. The
goal of autonomous maintenance is to prepare operators to do some equipment care
independently of the maintenance staff. Various tentative standards for cleaning,
inspection and lubrication are set for all machines. While doing so the abnormalities in
the machine are noticed and it will help to take corrective actions.
3.5 TPM IMPLEMENTATION PLAN IN BHEL, THIRUMAYAM
In table shows the systematic way to implement TPM in order to improve OEE of
the selected machines.
PERIOD
Week 1
Week 2
Week 3
Week 4
Week 5
Week 6
Week 7
Week 8

TASK
Creating awareness about TPM
Selection of Important machines
Selecting the group representative for various department
Calculate OEE
Corrective action to improve OEE
Again Calculate OEE
Standardize work procedure
Sustain OEE

3.6 Implementation of TPM for Pipe Chamfering Machine:

3.6.1 Breakdowns/ Losses occurs mostly in Pipe Chamfering Machine are
1. Tool broken
2. Scarcity of Lubrication Oil/ Hydraulic Oil
3. Indicators are not working properly
4. Chips stuck in chuck
5. Chips stuck in conveyor

18

6. Illumination
7. Overloading of clamp
3.6.2 Improvements made for above breakdowns
Improve the proper tool clamping methods.
Give sufficient feed and depth of cut while machining.
Check out the lubrication levels regularly, if it drops 30-40% refill the lubrication.
Otherwise it leads to noise and vibration, it may cause tool failure.
Take corrective action for indicators are working properly.
Regularly removal of chips, cleaning
Providing proper illumination according to operator
Proper clamping by giving the training to user of machine

3.6.3 OEE CALCULATION

Overall Equipment Effectiveness (OEE) is widely use as the measure of success of TPM
implementation.
OEE = Availability Performance Efficiency Quality Rate
Availability takes into account the losses due to equipment failure and setup and
adjustment and is calculated as the ratio of operating time to running time. Performance
Efficiency includes losses due idling and minor stoppages and speed loss and is
calculated as the ratio of actual output to expected output. Quality rate factor the defect in
process and reduced yield and is defined as ratio of non-defective parts to total
production.

19

Sr
.
no
1

Category

Before
Implementation

Shift Time (General)

480 min.

After
Implementatio
n
480 min

Planned Downtime

75 min.

75 min.

Running Time (480-75)

405 min.

405 min.

Running Time Losses

45 min.

30 min

Operating Time

360 min

375 min

Output

6-7 chamfers

7-8 chamfers

Expected Output

9 chamfers

9 chamfers

Rejection

Availability (A)

.89

.93

10

Performance Efficiency (PE)

.72

.83

11

Quality Rate (QR)

12

OEE (APEQR)

.64

.77

3.7 Implementation of TPM for Pipe to Pipe Butt Welding Machine:

3.7.1 Losses occur mostly in Pipe to Pipe Butt Welding Machine are:
1. Electrode finished
2. Scarcity of Lubrication Oil/ Hydraulic Oil
3. Indicators are not working properly
3.7.2 Improvements made for above breakdowns
Make proper eye on electrode and arrange new before finish to save time.
Check out the lubrication levels regularly, if it drops 30-40% refill the lubrication.
Otherwise it leads to noise and vibration, it may cause tool failure.
Take corrective action for indicators are working properly.

20

3.7.3 OEE CALCULATION

Sr
.
no
1

Category

Before Implementation

After
Implementation

Shift Time (General)

480 min.

480 min

Planned Downtime

75 min.

75 min.

Running Time (480-75)

405 min.

405 min.

Running Time Losses

60

45

Operating Time

345

360

Output

3-4

Expected Output

Rejection

Availability (A)

.85

.89

10

Performance Efficiency (PE)

.7

.8

11

Quality Rate (QR)

12

OEE (APEQR)

.6

.71

3.8 Implementation of TPM for Radial Drilling Machine:

3.8.1 Losses occur mostly in Radial Drilling Machine:
1. Changing of Drill bit
2. Drill bit breaks
3. Scarcity of Lubrication
4. Picking up the right bit
3.8.2 Improvements made for above breakdowns
Providing correct position to place the bits so easy to pic and use
Specified the correct feed and speed so less break of drill bits
Time to time supply of lubrication.

21

3.8.3 OEE CALCULATION

Sr
no

Category

Before
Implementation

After
Implementation

Shift Time (General)

480 min.

480 min

Planned Downtime

75 min.

75 min.

Running Time (480-75)

405 min.

405 min.

Running Time Losses

60

40

Operating Time

345

365

Output

5-6

Expected Output

Rejection

Availability (A)

.85

.90

10

Performance Efficiency (PE)

.71

.78

11

Quality Rate (QR)

12

OEE (APEQR)

.61

.7

3.9 IMPLEMENTATION OF TPM FOR MANAGEMENT:

Generally the activities associated with operator and shop floor personal are taken in
account but the delays due to the management also included in this. But the delays
associated with management fault should be taken in account. A separate OEE for
management should be calculated.
3.9.1 Factors from Management which causes the delay at machine
During the study of machine and implementation of TPM on machine the different delays
occur. So keeping in mind the reason for delays and after discussing with the team
members we identified some factors which are responsible for delay due to poor

22

management. We divided the factors in three categories as the TPM on the basis of
availability, performance and quality.
Availability: In these the factors associated with availability of management for machines
are considered.

Raw Material availability

Operator availability

Maintenance availability

Performance: The performance of management towards the machine is considered.

Wrong data feed

Decision Making Process

Time taken for Decision making

Quality: factors associated with quality of management taken in account.

Safety Equipment condition

Machine condition

Appropriateness of Decision taken

3.9.2 Measuring the factors

All factors are in qualitative in nature. So we used the rating method to find out the result.
The ratings are given 1 to 5, where 1 is for worst and 5 for best. Rating is given on the
basis of study done during the TPM implementation and with the consultation of team
members.

23

We decided to take rating from 5 team members for each factors and to take average of
them. Then again we will take average of factors category wise as all availability factors
for availability.
Sr. no

Criteria

Avg.

1.

Raw Material Availability

3.6

2.

Operator Availability

4.4

3.

Maintenance Availability

4.8

4.

Wrong Data Feed

4.8

5.

Decision Makin Process

4.6

6.

Time taken for decision

4.2

7.

Safety equipment condition

4.8

8.

Machine condition

9.

Appropriateness of decision taken

4.4

Availability:

. .

= 4.27

Performance:

= 4.53

Quality

= 4.73

Now for Overall Equipment Effectiveness we can convert these rating into ratios to find
out the OEE.
Availability= (4.27/5) = .854
Performance= (4.67/5) = .906
Quality= (4.73/5) = .946
OEE = .854 .906 .946 = .732
24

The above values obtained in BHEL which can be vary in other condition. We
anticipated the management OEE value 80%. So in our case industry has opportunity to
improve the OEE by improving some work methods. Some improvements are

Improving decision making process

Regular meeting of top management with executives

Executives meeting with operators

Empowering operators to make some decision on machine

Improving maintenance department by revising preventive maintenance schedule

3.10 The Benefits of Implementation of Total Productive Maintenance (TPM):

The following benefits derived from the implementation of TPM
Productivity is improved through fewer losses in the company
Quality is also improved as a result, that the failures and malfunctions are
reduced and the order and methods are focused
Cost are lower, because the losses, and other not value generating work are
reduced.
The delivery time can be kept better, because the production without
disturbances is easier to plan
Environment and security are better, because leakage are tightened
Motivation is higher, because the responsibilities and rights are delegated and
the investment in personnel is done, in form of the education.
Furthermore, better understanding of the performance of their equipment can be achieved
by operator through better training which leads to have better equipment performance,
and that improving OEE increases the effective capacity, which allows decreased lead
time and reduced cost per unit as the same capacity produces more throughput in turn
profitability increased.

25

CHAPTER 4
4.1 CONCLUSION
After successful implementation of TPM, it is found that Overall Equipment
Effectiveness is increased from 61% to 77% for Pipe Chamfering Machine, 60% to 71%
for Pipe to Pipe Butt Welding Machine, and 61% to 70% for Radial Drilling Machine.
Through this productivity increased there by increases customer satisfaction. It has been
proven to be a program that works. The result shown above can be much more improved
by continuing with TPM.
Also, I have done OEE calculation for Management perspective which comes out 73.2%
which is good. But improvements can be done in this which will contribute in increment
in OEE of individual machine and so the productivity of the organization.
Success of TPM depends on various pillars like 5S, Jishu Hozen, Planned Maintenance,
Quality Maintenance, Kaizen, Office TPM and Safety, Health & Environment. OEE has
improved indicating the improvement in productivity and improvement in quality
product. The key factor for this implementation are workers involvement and top
management support. Still world class TPM implementation is possible with continual
support at all levels along with the supply of necessary resources.
Though main objective of TPM is availability, Overall Equipment Effectiveness (OEE),
and overall efficiency and hence cost effectiveness the focus of TPM is people. TPM is
based on enhancing, exploring and using of capabilities of people but in doing so TPM
recognizes and attempts to realize needs of people such as self-esteem, morale, safety, job
satisfaction. Hence TPM has strong impact on the people involved. The response of the
TPM is also important. Study and investigations of all these human aspects of TPM will
help to develop more sustainable and with less lead time to implementation.

26

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