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A SEMINAR REPORT ON

Improvement in Project Life Cycle by Reducing Breakdown Time (Preventive Maintenance)


for

Production Planning and Control & Industrial Engineering and Management

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PROJECT LIFE CYCLE


Customer Enquiry Physibility study Overview Marketing Design of Product Estimation Kick of Meeting Drawing Issued to all Concerned Dept. Making of Purchase Order Raw Material Finish Job Inspection Inspection

Purchase Request

Incoming Material Receipt/Outbond Issued to Assembly Shop Painting/Stage Testing/Customer Inspection Inspection Packing/Packing Insp. Dispatch

Documentation

1. Definition:
A project is defined as: A unique set of activities meant to produce a defined outcome within an established time frame using specific allocation of resources. A project is a temporary endeavor undertaken to create a unique product or service. Temporary it means that every project has a definite beginning and a definite end. Unique means that the product or service is different in some distinguishing way from all similar products or services. Projects are undertaken at all levels of the organization. They may involve a single person or many thousands. They may require less than 100 hours to complete or over 10,000,000. Projects may involve a single unit of one organization or may cross organizational boundaries as in joint ventures and partnering. Projects are often critical components of the performing organizations business strategy. Examples of projects include: Developing a new product or service; Effecting a change in structure, staffing, or style of an organization; Designing a new transportation vehicle; Developing or acquiring a new or modified information system; Constructing a building or facility; Running a campaign for political office; Implementing a new business procedure or process.

2. Need of Effective Project Management:


In recent project business, late delivery (LD) / penalty is ranging from 0.5% per week to up to maximum of 10%. This means delay in project schedule will ruin all the profit margin of the organization. This will lead to loss of project. Also there will be substantial production loss of customer. We need project management, only because of uncertainty. Uncertainty results in jeopardy. How we manage for uncertainty is at the core of improvement of project performance i.e. getting projects done both faster and with better reliability of the promised deliverable dates. The proper approach to project management provides mechanisms to allow a "whole system" view of projects. It identifies and protects what's critical from inevitable uncertainty, and as a result, avoids major impact of Parkinson's Law at the task level while accounting for Murphy's Law at the project level. "Work expands to fill (and often exceed) the time allowed." -Parkinson's Law. "Whatever can go wrong, will" -- Murphy's Law

3. Project Management:
Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.

Project managers and teams need to shift their attention from assuring the achievement of task estimates and intermediate milestones to assuring the only date that matters i.e. the final promised due date. Safety that is typically built into tasks to cover Murphy's Law is inefficient, leading to longer than necessary (or acceptable) schedules, and apparently ineffective, given the impact of Parkinson's Law from which many projects suffer. Project management must reconcile two conflicting aspects of projects -- the increasingly important need for speed in project delivery and the equally important need for reliability in delivering the project as promised. Project management must deal with uncertainty in an attempt to deliver project outcomes with certainty. One way of thinking about how to deal with this conflict is to develop strategies to avoid expansion of project lead-time (Parkinson's Law) while protecting against Murphy's Law.

The way we manage for uncertainty in projects is at the core of improvement of project performance, defined as getting projects done both faster and with better reliability of the promised final project due date. In most projects managed with commonly accepted practices, this uncertainty is dealt with by focusing on delivery of tasks with the seemingly reasonable belief that if individual tasks come in on time, the project will as well.

4. How we can reduce overall Product Life Cycle:


This can be achieved by following activities: By reducing no of operation By changing the operation sequence By reducing no. of parts By reducing transportation/Material Movements Reducing set up time Changing Plant Layout Using Proper Jigs & Fixture By Outsourcing Reducing scrapes Reducing Variations In Jobs Reducing loading & Unloading time Reducing Breakdown Time. Eliminating Rework Improving cash Flow Rate Change in Organisation scheme.

Project can be executed effectively by applying most of above solutions. The main aim of above activities is to reduce overall project Life cycle.

5. Reducing overall Product Life Cycle by Reducing Breakdown time:


Proper maintenance of plant equipment can significantly reduce the overall operating cost, while boosting the productivity of the plant. Although many management personnel often view plant maintenance as an expense, a more positive approach in looking at it is to view maintenance works as a profit center. The key to this approach lies in a new perspective of proactive maintenance approach. Reviewing the most likely ways that equipment will fail has been a major concern in reliability-centered maintenance to ensure that proactive, predictive and preventive maintenance activities during turnaround could be planned and carried out. So often that maintenance department will adopt a more cautious approach of playing safe and relying on the conventional or usual method of equipment maintenance rather than trying a proven method which has been tested to be efficient just to avoid any complicated matter arising from the method. Hence another perspective of looking at maintenance function is not only to maintain but also to enhance the process or the plant operation system as a result of turnaround planning. Thus rather than restoring or trying to restore the equipment to its original performance, planning a turnaround could better still aimed at enhancing the process and performance of a plant, equipment or any system. This paper will discuss on another option of looking at the maintenance function and as how to maximize the potential benefit of a maintenance activity. The idea might be very different from the conventional philosophy of maintenance but this might be something that well worth a thought for a new perspective in a new millennium.

Introduction : The definition of maintenance often stated maintenance as an activity carried out for any equipment to ensure its reliability to perform its functions. Maintenance to most people is any activity carried out on an asset in order to ensure that the asset continues to perform its intended functions, or to repair any equipment that has failed, or to keep the equipment running, or to restore to its favorable operating condition. Over the years, many new strategies has been implemented as a maintenance strategies which is intended to overcome the problems which is related to equipment breakdown. Some of the common maintenance strategies are as follows:1. Breakdown Maintenance This is one of the earliest maintenance program being implemented in the industry. The approach to maintenance is totally reactive and only act when the equipment needs to be fixed. This strategy has no routine maintenance task and also described as no scheduled maintenance strategy. To rectify the problem, corrective maintenance is performed onto the equipment. Thus, this activity may consist of repairing, restoration or replacement of components. The strategy is to apply the corrective maintenance activity only, which is required to correct a failure that has occurred or is in the process of occurring. 2. Preventive Maintenance This is a time-based maintenance strategy where on a predetermined periodic basis, equipment is taken off-line, opened up and inspected. Based on visual inspection, repairs are made and the equipment is then put back on-line. Thus under this equipment maintenance strategy, replacing, overhauling or remanufacturing an items is done at a fixed intervals regardless of its condition at the time. Although this is a well-intended strategy, the process can be very expensive as typically 95% of the time everything was alright. 3. Predictive Maintenance Predictive maintenance is a more condition-based approach to maintenance. The approach is based on measuring of the equipment condition in order to assess whether an equipment will fail during some future period, and then taking action to avoid the consequences of that failures. This is where predictive technologies (i.e. vibration

analysis, infrared thermographs, ultrasonic detection, etc.) are utilized to determine the condition of an equipment, and to decide on any necessary repairs. Apart from the predictive technologies, statistical process control techniques, equipment performance monitoring or human senses are also adapted to monitor the equipment condition. This approach is more economically feasible strategy as labors, materials and production schedules are used much more efficiently. 4. Proactive Maintenance Unlike the three type of maintenance strategies which has been discussed earlier, proactive maintenance can be considered as an another new approach to maintenance strategy. Dissimilar to preventive maintenance that based on time intervals or predictive maintenance that based on condition monitoring, proactive maintenance concentrate on the monitoring and correction of root causes to equipment failures. The proactive maintenance strategy is also designed to extend the useful age of the equipment to reach the wear-out stage by adaptation a high mastery level of operating precision. Tables 1 below summarize the four different strategy of maintenance which being commonly practiced in the industry. Table 1- Type of Maintenance Strategy
Maintenance Strategy Breakdown Maintenance Preventive Maintenance Predictive Maintenance Proactive Maintenance Maintenance Approach Fix-it when broke Signification Large maintenance budget

Scheduled Maintenance Condition-based Monitoring Detection of Sources of Failures

Periodic component replacement Maintenance decision based on equipment condition Monitoring and correcting failing root causes

Apart from these maintenance strategies, another common maintenance issues are the maintenance processes. In the fast few years a growing interest has emerged in the field of Reliability Centered Maintenance (RCM). Being originally developed for the airline

industry, RCM is a structured process to determine the equipment maintenance strategies required for any physical asset to ensure it continues to fulfill its intended functions in its present operating context. Therefore, the goal of RCM is to determine the critically equipment in any process, and based on this information, designed a customized preventive/predictive maintenance strategy for the organization. RCM initiatives however involve a tremendous amount of resources, time, and energy. Thus the process is an extremely time consuming and expensive too especially when done according to the textbook. Another strategy worth mentioning is the Root Cause Failure Analysis (RCFA) which is based on failures that have occurred in the past. RCFA takes corrective action past the component stage and into the system deficiency or latent root stage. Most costs associated with conducting RCFA are in peoples time and resources to verify findings. Thus, RCFA can be proactive when accepted chronic failures that comprise the maintenance budget are eliminated from recurring. Under RCFA, recommendations are generally non-capital expenditures that correct peoples decision-making skills and the information they receive.

The Challenges Facing Maintenance


To select the most appropriate techniques to deal with each type of failure process in order to fulfill all the expectations of the owners of the assets, the users of the assets and of society as a whole In the most cost-effective and enduring fashion

With the active support and co-operation of all the people involved.

The New Developments include:


Decision support tools, such as hazard studies, failure modes and effects analyses and expert systems. New maintenance techniques, such as condition monitoring Designing equipment with a much greater emphasis on reliability and maintainability. A major shift in organizational thinking towards participation, team-working and flexibility. A major challenge facing maintenance people nowadays is not only to learn what these techniques are, but to decide which are worthwhile and which are not in their own organizations. If we make the right choices, it is possible to improve asset performance and at the same time contain and even reduce the cost of maintenance. If we make the wrong choices, new problems are created while existing problems only get worse.

Maintenance Cost
In recent years, there is a growing concern on the subject of higher maintenance cost and maintenance productivity. According to some company, maintenance is the largest single manageable expenditure in the plant: in many companies, surpass their annual net profit. Although many agrees that maintenance strategies such as preventative and predictive maintenance program has been shown

to produce saving of up to 25%, study have shown that still 1/3 of these maintenance cost can be saved. Typically, maintenance cost can be divided into two main groups. The first group referred as direct costs are easy to justify and to report. These direct costs consist of items such as labor, materials, services, and maintenance overhead cost are the cost tabulated and shown as maintenance costs. The other group of maintenance costs is hidden costs or indirect costs which are harder to measure. These hidden cost of maintenance are classified as the six big losses: Breakdowns and unplanned plant shutdown losses Excessive set-up, changeovers and adjustments losses Idling and minor stoppages Running at reduced speed Startup losses and Quality defects

Therefore, it is very important for companies to maximize their maintenance effectiveness and equipment uptime. According to a study on maintenance productivity, most maintenance department is only around 25% to 35% productive. This causes many companies to experience difficulties with quality control, production levels and schedule adherence, since the equipment they are using is not properly maintained. Table 2 shows some comparison between the effect of effective and non-effective maintenance process. However, maintenance productivity can be drastically improved by planning and scheduling of maintenance activities. For the past 20 years, most manufacturers has only focusing on reducing costs in the manufacturing processes to stay competitive as the low cost producer. This effort although yielded some measurable productivity gain still retarded the opportunity for the additional maximum gain in the overall productivity since maintenance often was excluded from these improvement plans. Clearly, it is also important to integrate maintenance program into these improvement agenda. Another preference to increase the level of maintenance productivity is to outsourcing for maintenance partners. Associating with professional maintenance people give a company the advantage to address these issues with those experts who face and meet these challenges on a daily basis. In addition, outsourcing also enable a company to gain greater control over maintenance results. However, it is important to note that the following key elements have to be highlighted to achieve the optimum benefit from this outsourcing activities:-

Performance measurements are developed and clearly communicated Planned maintenance is established as the focus of the operation Maintenance becomes a competitive advantage Both manufacturer and maintenance contractor desire a mutually beneficial relationship Maintenance best practice are established and tracked In the maintenance partnership scenario, performance guarantees and continuous improvement goals provide greater control over maintenance results and assure production goals are being achieved. Thus another question arise as to when we have to start our maintenance program? The traditional approach of capital engineering and project organizations is measured on two key objectives being on time and being on budget. Those measurements inevitably drive the project teams to focus on total installed cost. Contradict to this, maintenance and reliability group focuses their effort on equipment that is up and running and their concern are more on the machine availability, reliability and avoiding down time. Table- Effective maintenance Vs Non-effective Maintenance

Concluding Remarks
The requirement for maintenance process has change drastically from the old concept of fix-it-when-it-broke to a more complex approach, which entailed adopted maintenance strategy of a more integrated approach and alignment. Nowadays, management has become aware that maintenance will also be part of the investment decision-making,

thus prompting managers to take into account the sources of funding and the impact investment has on credit lines and taxes and not only to focus on upfront cost and depreciation rates. The goal of maintenance program is also changing and with the rapid technological development, improvement of equipment and technology will be one of the key aspects of improved maintenance practiced for better productivity, effectiveness and profitability.

Role of Operation and Maintenance Division

Discover latent Defects

Establish basic condition

Keep operation Conditions

Prevent machine from deteriorating

Improve weak points in design

Improve skill

Operation division

Maintenance division

3M Analysis
This analysis is a set of conditions with respect to machine, material and method for obtaining a good product. It helps in identifying 3M standards and checking is possible against these standards. Removing this variability can some times eliminate Quality Defects in the product.

Maintaining Zero Defect


There are lots of activities required to be done for maintaining zero defects. It starts with following JH checklist, preparing Quality

Maintenance matrix, preparing checklists for inspection of zero defect conditions and also audits for monitoring activities related to zero defects. This involves preparing correct operating standards and other standards for maintenance.

Phases to achieve zero failure


Phase 1 Phase Theme Reduce the distribution of failure interval Phase 2 Extend own life Phase 3 Restore deterioration periodically Restoration of periodical deterioration - Assumption of life - Periodical inspection standard - Periodical changing standard - Improvement of maintenance ability Noticing abnormality of inner equipment deterioration by feeling - Check if there is any sigh - What kind of sign is abnormal - How can an abnormal sign is noticed Phase 4 Predict the end of life Prediction of the end of life by equipment diagnosis technology Technical analysis of failure which ends the life of equipment - Analysis of cutting side - Analysis of material fatigue - Analysis of gear teeth edge - How to extend life - Prediction of the end of life and periodical restoration.

Main activities

Restore the neglected deterioration Dealing with actual failures - Exclude compulsory deterioration - Clarification and obedience of using condition

Improve design defects Improvement of defects of strength and accuracy - Selection of parts suitable for the condition - Improvement of weakness to excessive loading Exclusion of accidental failure - Improvement of skills for operation and maintenance - Countermeasure for misoperation - Countermeasure for repairing miss Restoration of deterioration in external appearance

Q. How to reduce maintenance costs?


By increasing the life of the equipment through JH activities (Cleaning, Lubricating, inspecting) that leads in reducing the consumption of the spares. Devising visual controls that will give early warning signal about deterioration (Use of sensory organs). Enhancing skills of maintenance people by education and training and create Awareness of cost. Introduction of modular system so repairs can be done offline. Increase service life of component through Kaizen Improve MTTR through Kaizen Use value engineering techniques for alternate material design Standardization of spares, indigenization, and repairs of high value items to control Inventory Office TPM. Reducing sub-contracting and increasing indigenization Recycling oil, water Stocking policies and special part planning Effective use of unused machines parts Power factor improvement Improve cycle time Energy conservation Design change to correct the weakness or improve the conditions by Kaizens. By establishing a spare parts and maintenance planning management system, including: Inspection of the quality of the incoming spares Educating the personnel in the cost control activities.

Q. How to prepare maintenance budget ?


Previous data of last year Spare parts budget Sub-contractor budget Consumables budget Hand tool budget

Consultancy budget Current activity level and future requirements Power and fuel cost Inflation and currency rates Inventory carrying cost Level of machines for TBM calendar AMC charges Improvement projects Cost of manpower The budget is prepared and presented during the beginning of the financial year and Actual cost vs. budget shall be monitored through a computerized system on a Monthly basis.

Q. What kinds of documents are required for PM?


History cards for all machines PM schedule for the year. Periodic parts replacement schedule Structural manual Computerized maintenance management system documents Machine structure study Drawings and circuit diagrams for all machines Utility requirements and their flow systems Equipment maintenance records Spare parts requirement and their consumption trends MP sheet One point lessons Breakdown occurrence trend Physical phenomenon of the breakdown Why-Why analysis documents PM analysis documents Maintenance through machine structural manual. Radar charts Calibration certificate Manufacturers guideline TBM calendar

Example of Maintenance Record FFORM


1 Planned 2 Breakdown 3 KAIZEN 4 Record No. Date

Equipment Maintenance Record

Section Chief

Subsection Chief

Foreman

Prepared by

Equipment Case Date and time Occurred Production Code Month/Date/ Hour/Minute 01 Production Stop Date and Time Work Started 02 Production Non-stop Month/Date/ Hour/Minute Date and Time Work Completed Production Stoppage Time Month/Date/ Hour/Minute Hours and Minutes

(Where and what condition ? Illustrate if possible) Phenomenon/Condition

Cause/Action/Countermeasure

(How repaired, why it occurred and what to be done in future. Describe as much as possible)

Maintenance Cost

Replacement Part Cost 01 Oil depleted 02 Oil Storage 03 Oil leak 04 Meshing error 05 Center misalignment 06 Revolution error 07 Operation error 08 Head error 09 Pressure error 10 Irregular temperature 11 Abnormal condition 12 Weld separation 13 Looseness 14 Wear 15 Crack 16 Bend Plan Date Date Date 17 Damage 18 Deformation 19 Disengagement 20 Seizure 21 Slip 22 Decay 23 Leak 24 Clogging

In-house man day

Hours, Men 41 Short Circuit 42 Wire disconnection, breaking of wire 43 Grounding 44 Poor contact 45 Poor insulation

Subcontractor cost 01 Predictive Maintenance item (E1) 02 Time based maintenance item (E2)

03 Daily maintenance item (E3)

04 BM items that must be added to above (B1) 05 BM item (B2) 51 Power failure 52 Water stoppage 53 Fire 54 Earthquake 55 Explosion Maintenance Technical Information Needed/ Not needed Date Issued Issued By Maintenance Information No. Implement Prevention of Recurrence Date

Failure Phenomenon/Result code

Permanent Countermeasure

Completion Date KAIZEN Record No.

Needed/

Not needed

Initial Effective Maintenance Countermeasure for Failure Rate

Cause Analysis

Executable Countermeasure

WHY WHY ANALYSIS Q. What is Why-Why Analysis?


It is a tool to identify root causes of a problem so that countermeasures can be applied to prevent reoccurrence.

Q. Why-Why Process?
Basically the process is to keep asking why for all possible causes until you can find the root cause for each effect and, therefore, find a countermeasure for each root cause.

Q. What are Recommended Why-Why Analysis Approach ?


Go On the Floor, at the point of the problem See the problem Listen to the people who live the problem

Q. What is the Product of a Why-Why Analysis ?


It is a structured, field checked, relationship with each causeeffect relationship linked from the lowest element back to the phenomenon.

WHY WHY ANALYSIS SHEET

BREAKDOWN MAINTENANCE REPORT

WHY WHY ANALYSIS:

Case Study

In 1998 our company, a unionized heavy machinery industry, recognized it had a problem. We were behind our scheduled orders. Our customers were pushing for shorter lead times and cost reductions. Approximately eighty percent of our maintenance hours were dedicated to emergency work orders. In October of 1999 over one thousand, six hundred and sixty (1660) hours were consumed by unplanned maintenance in just one area. Ten months later that number fell to less than thirty (30) hours. That's over a 98% decrease. In another area we were able to achieve almost a 99% decrease in the number of unplanned maintenance hours in an eight-month period. The Manager of Continuous Improvement attributes our remarkable success to having a hardworking, dedicated maintenance team and implementing a Total Productive Maintenance (TPM) program. "We started slow, beginning with a small area that was critical to our process but was experiencing chronic problems," said Manager. "At first, a lot of people were skeptical and not really interested in getting involved with TPM," he said. "We had a core of people who were excited about TPM and we enlisted the help of people outside of our organization to work with us," Manager said. MRC worked with Consultants, President of his firm, to organize their TPM efforts. He continued, "Consultant helped us get started, but he was also our best cheerleader. He got our folks fired up about TPM." One of our customer, also supported their efforts by facilitating our first TPM event and sharing their TPM practices with our company. Our company began with a week-long TPM event. Manager explained they would begin by cleaning, inspecting, lubricating, and performing corrective work on a piece of machinery. Once a machine was cleaned, it would be painted. At first, people were reluctant to participate in TPM events. As time went on, people began to notice what improvements were being accomplished under the TPM events. "In fact, the same people that were hesitating in the beginning were suddenly asking when their machine would be scheduled for a TPM event," Manager said. An Electrician that has been involved with TPM since it's inception said, "The physical changes are easy to see. Our machines are more reliable, the area is cleaner and a lot more pleasant atmosphere to work in. Other changes, to those of us that work here every day, are not as easily detected. For instance; several people who were totally

against TPM at the start, have now willingly participated in TPM workouts or equipment improvement teams. Another individual, who once told me to keep my TPM away from his machines, now is a fully trained TPM Coordinator in his area. It's these types of things that truly amaze me. The culture change is slow, but it's happening." Company formed Equipment Improvement Teams (EITs) to work on resolving equipment-related issues. Manager credits the EITs with a success that was critical in their adoption of TPM. He explained they had a piece of equipment with chronic problems. It was breaking down monthly requiring three or four days each time to fix. He explains, "We were really frustrated by this problem, we kept fixing it only to see it break down again." The Equipment Improvement Team took on this problem and discovered the original manufacturer had used a sub-spec coupling on a drive unit. The problem was solved by upgrading to the proper coupling. This fix alone increased the efficiency on this piece of equipment by sixteen percent. "By taking the time to find the root of the failures, rather than just fixing the symptoms, we were able to solve this problem. In the years following this repair, the problem was completely eliminated. That success showed a lot of people in the company that TPM can make everyone's daily life easier as well as improving productivity," Manager said. After the initial success, followed by eight TPM events, company expanded their TPM efforts to their second facility. They created a TPM Steering Committee at their second site and also created a Policy group to coordinate the efforts of both facilities. The President of our company, joined the Policy group as an active member. "Having the company president working with us to drive TPM sent a clear message to everyone that this was not just another flavor of the month program," said Manager. Coordinator person was then solicited to assist in driving the process as the TPM Coordinator. "We have been very fortunate to have fantastic support from both management as well as our Union personnel," said TPM Coordinator. In a recent companys newsletter, President is pictured shoulder to shoulder with the TPM Area Coordinators. TPM has been described as one of the most successful co-management programs ever started at our company. President said, "I am very pleased and proud of how the whole organization, after the initial skepticism and hesitation, enthusiastically embraced the TPM concept. It is of utmost importance to have reliable and well maintained machinery in order to serve our customers well and to get on-time deliveries. A well developed TPM program is one of the cornerstones in our drive for manufacturing excellence."

Plant

Company trained ten TPM Area Coordinators who are dedicated to TPM one week each month. These TPM Coordinators organize TPM events in their areas, also lead EITs, and make sure the process keeps working. Company has begun to create full-time TPM teams. One such team, comprised of an Electrician and a Mechanic, and an Operator, were able to correct a long-standing equipment problem which reduced the scrap produced by that equipment to almost zero. Manager and TPM Coordinator attribute their success in implementing TPM to seven things. TPM Coordinator said, "We realized early on that we couldn't do it all. So we identified a few areas that we felt were key, we did those things, and we did them well." The areas that company focused on were:

Preventative maintenance
1. Putting predictive maintenance process in place (i.e., vibration analysis equipment) 2. Cleaning the machines, resulting in inspection 3. Creating standards on the equipment for cleaning, lubrication, and daily checks 4. Collecting data on downtime 5. Creating Equipment Improvement Teams 6. Creating TPM Area Coordinators From this experience, TPM Coordinator suggests organizations beginning TPM programs start small and keep it simple.

Conclusion:

Q : Did Company learn any lessons implementing TPM? Manager said, "We learned that training is a key to being successful with TPM. We did some initial TPM awareness training for the organization, about one week of training with the operators, and some for the mechanics. But, looking back we could have had quicker success if we had done more training." Manager also credits their success to the support of their management, the union, the hard work of the people at company, involvement of consultant, and the support of their customers. "Ultimately this is a people issue and we are lucky to have the right people involved," he said. Thinking back about the initial resistance to TPM, TPM Coordinator laughs and says, "At first a lot of folks here defined TPM as 'Totally Painted Machines'. Now I can say we all define TPM as 'Taking Pride in our Machines'."

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