Best Practice in Maintenance TPM

Conference on
Best Practices in Maintenance

Management
Session Role Of Planned Maintenance In
Implementation Of TPM
Speaker: Dinkar Joshi

Designation: Sr Manager ( HOD Maintenance)
Organization: Endurance Technologies Pvt. Ltd.,
Aurangabad
May 11th & 12th 2010, Pune India

Role Of Planned Maintenance In
Implementation Of TPM
“Best Practices in Maintenance Management”

May 11, 2010. Pune 2
What is TPM?
Total Profit Management
…………………Company Survives
Total Production Management
………………… ISO, TQM, JIT, Re-Engineering
Total Perfect Manufacturing
…………………. Loss Elimination
Total Productive Maintenance and Management

May 11, 2010. Pune 3
TPM Principles
By implementing TPM, we get a proper image of

“manufacturing product” in the age of automation and
microelectronics, there by contributing to the
prosperity of enterprises and the happiness of
mankind.

May 11, 2010. Pune 4
Through TPM ……
1. We pursue efficient production systems and accomplish the highest

customer satisfaction for quality, cost and delivery term.
2. We accomplish zero-disasters & accidents, zero-defects, and zero

breakdowns to build safe and cheerful workshops.
3. We accomplish zero-disasters and zero-pollution to make life safer and

more pleasant, not only for employees, but also for local residents.
4. We eliminate all losses in the resources and energy to conserve the Earth’s
environment.

May 11, 2010. Pune 5
Basic Concept Of TPM
 CHANGE THE MACHINE.
 CHANGE THE MAN.

May 11, 2010. Pune 6
TPM Targets
Obtain Minimum 90% OEE

( Overall Equipment Effectiveness )
By Keeping Target For All Losses - ZERO
Operate in a manner, so that there are

no customer complaints.
By Keeping Target of Defects - ZERO

May 11, 2010. Pune 7
TPM Targets
Reduce the manufacturing cost
By Keeping target of Losses - ZERO
Achieve 100% success in delivering the goods

as required by the customer.
By Targeting Losses -ZERO

May 11, 2010. Pune 8
TPM Targets
Maintain a accident free environment.
Target For Accidents - ZERO
Increase the suggestions by 3 times. Develop

Multi-skilled and flexible workers.

May 11, 2010. Pune 9
TPM Targets
Breakdown
ZERO Defect
Accidents
Losses

May 11, 2010. Pune 10
What Is Zero…….
 ZERO MEANS ONLY ZERO !!!

 ZERO HAS NO TOLERANCE
 ZERO DEFECT
 ZERO BREAKDOWN
 ZERO ACCIDENT

May 11, 2010. Pune 11
Importance Of Zero…….
• Just Imagine that if 1% of all the flights crashed.
• Just Imagine that if 1% of all the heart surgeries

failed.
• Just Imagine that if 1% of the buildings collapsed

soon after construction.

May 11, 2010. Pune 12
Individual Improvement
May 11, 2010.

Planned
Maintenance
Development management
Education & Training
Pune
Autonomous
TPM
Maintenance
5 S is The Base Of TPM Quality Maintenance

TPM Pillar Structure
TPM in Offices
Safety, Health &

Environment
13
Concepts Of 5S
Japanese
English Translation Equivalent 'S' term
Term
1S Seiri Organization Sort
2S Seiton Tidiness Systematic
3S Seiso Cleaning Sweep
4S Seiketsu Standardization Standardize
5S Shitsuke Discipline Self - Discipline

May 11, 2010. Pune 14
Example Of 2S
1S- PLASE FOR EVERYTHING, 2S EVERYTHING ON ITS OWN PLACE
BEFORE AFTER
NO FIX LOCATION FIX LOCATION
BENEFIT : REDUCE SEARCHING TIME, REDUCE FATIGUE

May 11, 2010. Pune 15
Example Of 2S
BEFORE AFTER

May 11, 2010. Pune 16
Example Of 2S
BEFORE AFTER

May 11, 2010. Pune 17
Key Activities
• Reviewing Business Objective

• Loss Structure
Loss
• Target setting for achieving Business Elimination
Objective
• KPI’s for measuring in KRA.
• Implementing Kobetsu Kaizen Themes.
Improved System with

Improved Maintainability
Support PM Pillar

May 11, 2010. Pune 18
Key Activities
• Listing / Stratification of Defects. Defect

Elimination
• QA / 4M / QM / Q Components.
• CBM of Q Components.
• QM Matrix
• Defect Analysis using different tools.
• Q Components.
• Implementing Defect Elimination Projects.
• CBM of Q Components for easy
• Sustenance and Reliability Enhancement.
Inspection
• Reduction of Inspection / Sampling Cost.
• Elimination of Customer Complaint

Support by PM Pillar

May 11, 2010. Pune 19
Key Activities
• Practicing CLIRT activities during all

steps.
• Practicing tentative standards I Do, I Check,
• Monitoring & recording abnormalities I Maintain
deterioration
using 5 senses
• Countermeasure against source of
contamination
• Reduction in CLIRT time

May 11, 2010. Pune 20
Key Activities
• Prevention of Occurrence & Recurrence

of accidents.
• Safety patrol for Identifying Unsafe
Condition & Acts. Zero
• Health Hazard Elimination using tools Accident /
Health hazard
such as mapping etc.,
• Reducing Environmental Impacts
Improved & Safe

Working Atmosphere Support by PM Pillar

May 11, 2010. Pune 21
Key Activities
• Skill Assessment
• Identifying Training Needs for achieving
business objective.
Skill /
• Imparting Training / OJT / External Knowledge
happenings in the market. Improvement
• Review the skill level and if not okay
retrain.
• Continuous Monitoring.
Upgraded Skill level for
achieving Business Objective
May 11, 2010. Pune 22
Key Activities
• Elimination of Administrative Losses by

OTPM Loss
eliminating Waste activity & Reducing Elimination
Non value added activity
• Reducing the manufacturing Cost
through
cost loss approach with KK pillar.
Cost Awareness /
Cost Effective Programs.
May 11, 2010. Pune 23
Key Activities
• Collection & utilization of feed back

Measuring needs for ease of Trouble free new
manufacturing equipment from
day one
Developing new product with
minimum losses
Zero breakdown, zero defect, zero
accident by implementation of MP on Support by PM Pillar
new machines/ equipements

May 11, 2010. Pune 24
Key Activities
• Activities to prevent deterioration

Zero Failure
• Activities to measure deterioration
• Restore deterioration .
•Support to JH
•Skill enhancement of Maintenance
staff.
•Input to DM for MP Kaizens

May 11, 2010. Pune 25
Planned Maintenance
Enhance maintenance efficiency through
Aim :
1. Accomplishing zero failures and zero defects by
activities to enhance maintenance technology and
skills, to expand equipment MTBF and to shorten
equipment MTTR.
2. Reducing input by activities to make equipment
maintenance efficient.
Purpose :
Functions of equipment can be
demonstrated satisfactorily
whenever equipmentcost.
needs them at minimum

May 11, 2010. Pune 26
Planned Maintenance - Targets
Current Status End Target
Activity UOM BM
Dec..09 Jan.10 Feb.10
Breakdown hrs. Hrs 0
P
Breakdown Occurrences Nos. 0
Defect due to PM No. of 0
Q Phenomenon
Maintenance Cost Rs./Piece X
Energy Cost Rs /piece Y

C
Electricity / Fuel / Water
Spare part Inventory Cost Rs. In Lac Z
S Accident due to weak PM Nos. 0
Kaizens No of kaizen / Nos B

employee / month
M
Training PM Training Hrs/emp/month V

May 11, 2010. Pune 27
Basic Philosophy of Zero Failure
• Men make equipment fail.
• Equipment can be set for zero-failures provided the thinking

of men change.
• Conventional view of “all equipment can fail” should be

changed to “don’t let equipment fail.”
“failures can be reduced to zero.”

May 11, 2010. Pune 28
Rules for Zero Failure
 Discover latent defects to prevent failures.

“Failure” is only the tip of the iceberg.
Failure
• Dust, Soiling, adhesion of raw

materials.
• Abrasion, backlash, looseness, leaks Latent defects
• Corrosion, deformation, flaws, cracks
• Temperature, vibration, sound and other
errors

May 11, 2010. Pune 29
PM Pillar Methodology
Study of past Equipment History
Ranking of Equipment
Support to JH
Preparation of JH3 tent. Stds. and TBM
Equip. Failure Analysis to identify Root Cause
Counter Measures and Kaizens
Sustenance Activities
Periodic Maintenance (TBM) Predictive Maintenance (CBM)
Lubrication & Spare Parts Management
Enhancement of Knowledge & Skill of Maintenance Operators

May 11, 2010. Pune 30
Equipment Ranking
A : High Priority Equipment or M/C

Most Critical m/c
B : Medium Priority Equipment or M/C
C : Least Priority Equipment or M/C
Ranking of m/c sub parts are done in the same

way.
May 11, 2010. Pune
Equipment Rating
AREA ITEM Evaluation EvaluationStandard
1. HowoftenistheEquipment used? 4 2 1 80% orabove: 4
Production 60 to79% : 2
59%orbelow: 1
2. Istherebackupequipment? 5 4 2 1 No(or)Yes, but it takestoomanym anhours: 5
Availableat otherplants: 4
Coveredbystock: 2
BackupEquipment exists: 1
3. Howhighisthededication? 4 2 1 100~75%: 4
(Proportionofproductsofasim ilartypeproducedbythe 35~75%: 2
equipment) 0~35% : 1
4. Towhat extendwill afailureeffect otherprocesses? 5 4 2 1 Affectstheentireplant : 5
Affectsotherprocesses: 4
Onlyaffectstothism/c: 1
Quality 5. Valueofmonthlyscraplosses 4 2 1 (Wastedproduction) (WastedCloth)
(Burnedrubber, wastedcloth, wastedproductionetc) OverRs. 50000: 4 Over2.5Lakhs : 4
25000~50000 : 2 1Lakh~2.5lakh: 2
Under25000 : 1 Under1Lakh : 1
6. Howwill theprocessrunonthisequipment affect the 5 4 2 1 Decisively : 5, 4
Qualityofthefinishedproduct? Somewhat : 2 Not Significantly: 1
Maintenanc 7. Frequencyoffailuresintermsofcost ofmonthlyrepairs? 4 2 1 OverRs. 5000 : 4 Under Rs. 3000 : 1
eCost Rs. 3000~5000: 2
8. M eanTim eToRepair?(M TTR) 4 2 1 Over3Hours : 4 Under1Hour : 1
1~3Hours :2
Safety 9. Towhat extent doesafailureaffect theworkenvironment? 5 4 2 1 Canbelifethreatening: 5
(likenoise, fumes, dust etc) Stopswork : 4 NoSignificant effect: 1
A:PriorityRanked: >30points B:Semi ranked:20~30points C(LeastSignificant):<19points

May 11, 2010. Pune
Machine Ranking
TOTAL MACHINE STRATIFICATION
13%
34%
A
53% B
Sr. Cat Specification % contribution Nos.
1 A Critical 34% 27
2 B Moderate 53% 42
3 C Non critical 13% 10
Total machines 79

May 11, 2010. Pune
Support & Guidance to JH Activity
1. RED Tag summary sheet and

JH - Step 1 RED TAG STRATEGY SUPPORT (1, 2)
RED Tag plan
2. RED Tag improvement plan M
COUNTER MEASURES AGAINST SOURCES A
JH Step 2 I
Ex-terminate 4 vices (DIRT, RUST, HEAT, VIB) Maintaining visuals
N
controls and displaying
T
SUPPORT FOR MAKING STANDARDS OF labels, Types of oils etc.
JH Step 3 Use WHY-WHY-WHY
CLEANING, LUBRICATION & INSPECTION H
E
EDUCATION OF OVERALL INSPECTION From WHY WHY to L
JH Step 4 FOR LEADER SO WHAT - SO WHAT P
JH Step 5 TRAINING TO IMPROVE MAINT RELATED

TECHNICAL ABILITY PRODUCTION
SHOULD BE
ABLE TO DO THESE
JH Step 6 STANDARDIZATION ACTIVITIES
WITHOUT HELP
OF MAINT, PM
JH Step 7 Autonomous PDCA (CAPD) GROUP

May 11, 2010. Pune
Failure analysis
Combination of Failure Factors
Inadequate basic
conditions
Lack of skills
Leaving
deterioration
unrepaired
Design
shortcomings
Non-observance
of usage conditions
May 11, 2010. “Best Practices in Maintenance Management”

Pune
Countermeasures for Zero Failures
1. Establish basic conditions. Kobetsu Kaizen
2. Keep operating conditions. Jishu Hozen
3. Restore the deterioration. Planned Maintenance
4. Improve weak points in design. Education & Training
5. Improve the skill level. Development Mgmt.

May 11, 2010. Pune
Data collection for breakdowns

May 11, 2010. Pune
WHY - WHY Analysis
Oil leaks from cylinder rod each time it operates

Question Answer
What is your final action ? Replacing the O-ring
After replacing O-ring, is it OK Yes
WHY ANSWER ACTION

Why did you replace O- O-ring cut O-ring changed
ring
Why O-ring out Rod has scratch Scratch removed
Why rod has scratch Chips were scattered and Measures taken to prevent chips
attached to rod from scattering
Why chips were Cylinder located within scattering Cylinder’s position changed and
attached to rod range of chips and rod cover is cover fixed
not placed
Why cylinder located Defective design and installation Standardise design and installation
within scattering range of
chips and rod cover not
replaced
May 11, 2010. Pune
Area wise Stratification of Phenomena's
Total Phenomenon:94
Electronics,
14
Electrical, 25 Mechanical,
55
Mechanical Electrical Electronics

May 11, 2010.
Pune
Mechanical Area wise Occurrences
Fixture and seat check
Total : 414 Nos.
High Pressure coolant System
10 12 51 Hydraulic System
18
22 Auto Tool Changer
32 Axis
20
Rubber sheet
19 18
Coolant
Spindle
Table
63 72 Lubrication
Air leakage
Burr
41 36
Door

May 11, 2010. Pune
Countermeasure for Zero breakdown (Mechanical)
No root CBM, 1
cause, 8
Training, 17
Kaizen, 39
Preventive
Maintenance,
46
May 11, 2010. Pune
Development of PM module
Step1 Support & Guidance to JH Activities
Evaluate Equipment and

2
Understand Current Condition
PM
Restore forced & natural deterioration
3 and Correct weaknesses
4 Build an Information management System

Maintain flow of breakdown Analysis
5 Build a Periodic Maintenance System
6 Build a Predictive Maintenance System

MP
CM
7 Evaluate the Planned Maintenance System

May 11, 2010. Pune
Roles of PM and JH
Implementation Assigned
Classification Operati Maintena
Prevention Measurement Restoration nce
on
Proper Operation
Normal Operation
Set-up and adjustment
Cleaning, Address Latent Defects
Preventive
Lubrication
Maintenance
Daily Maintenance Retightening
Operation Condition, Daily Inspection for
Deterioration
Minor Check
Time – based Inspection
Time based
Time – based Inspection
Maintenance
Time – based Check
Productive
Maintenance Trend Check
Predictive
Maintenance Unscheduled Check
Strength KAIZEN
Corrective
Maintenance
Lightening of Loading
(Reliability)
Accuracy Improvement
Corrective
Maintenance Corrective Conditions Monitoring
Maintenance
KAIZEN of Check Operation
(Maintain-ability)
KAIZEN Of Check Operation
Check Quality KAIZEN

Others
Maintenance MP Activities
Prevention
Planned Breakdown Maintenance
Breakdown
Maintenance Earlier discovery of interior situation and
Emergency Maintenance
positive and rapid report/remedy
Sporadic Repair
May 11, 2010. Pune
Machinery spares parts management
Spares Parts management
A. Inventory Reduction B. Cost Saving Activities
1) 1S and 2S Activities 1) Develop alternative source
2) TBM based procurement 2) In house manufacturing & repairs
3) Procurement Lead time reduction 3) Re use after modification
4) Procurement of consumable spare 4) Life enhancement

through schedule agreement route
May 11, 2010. Pune 6-26
Mp Sheet Generation System

May 11, 2010. Pune
Break Down Hrs Status (Press shop)
1800
1500
1200 BETTER
1200
Nos of Hours
4
90
900
3
72
0
66
1
62
61
2
0
55
54
600
5
5
42
42
5
0
30
4
30
28
4
24
0
300
21
2
11
0
0
B.M. Apr- May- Jun- Jul-07 Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar- Apr- May- Jun- Tgt
( Oct-06 to Mar-07 ) 07 07 07 07 07 07 07 07 08 08 08 08 08 08

May 11, 2010. Pune
Break Down Occurrence (Press Shop)
400
333
300 BETTER
Occ. In Nos
5
20
200
5
15
5
14
14
5
5
12
12
0
12
4
4
11
11
2
10
99
85
100
65
55
12
0
0
B.M. Apr- May- Jun-07 Jul-07 Aug- Sep- Oct-07 Nov- Dec- Jan-08 Feb- Mar- Apr- May- Jun-08 Tgt
( Oct-06 to Mar-07 ) 07 07 07 07 07 07 08 08 08 08

May 11, 2010. Pune
Maintenance Cost
4
3 BETTER
Percentage of sales
33 % DOWN
2.1
2
1.6
1.2
0
B.M. Tgt Actual Jun 08
Maintenance Cost Loss reduction Kaizen done 132 Nos

May 11, 2010. Pune
Defects classification
A - Type defect B - Type defect C - Type defect

OK OK NOT OK
NOT OK NOT OK
Action No action Action

taken by OK
by operator taken by
operator operator
LSL OK USL OK
LSL USL OK
LSL USL
• The output is (OK) initially • The output is (OK) initially

• Becomes (NG) • Becomes (NG) • The output is (NG) initially
• Corrective action is taken • No action taken by • Action taken by operator
by operator operator • Becomes (OK)
• Becomes (OK) • Becomes (OK) (setting scrap)
• Use Why – Why Analysis • Use PM Analysis
May 11, 2010. Pune
KAIZEN EYE
THEME REDUCE / ELIMINATE / INCREASE / PREVENT
PROBLEM (PRESENT CORRECT OBSERVATION
STATUS)
ANALYSIS (ROOT 1. Poka 4. Many Bolts 7. Long
CAUSE) 2. Less Friction 5. Coolant 8. Cannot detect
3. Fully 6. Big 9. Difficult
IDEA 1. Poka Yoke 4. Less Bolts 7. Short

(OPPOSITE OF ROOT 2. More Friction 5. No coolant 8. Can detect
CAUSE) 3. Partly 6. Small 9. Easy
COUNTERMEASURE PROVIDING / CHANGING

(Kaizen)
RESULT REDUCE REDUCE ELIMINATE PREVENT INCREASE LIFE

TIME FREQUENCY
BENEFIT INCREASE PRODUCTION REDUCE COST
WHEN Trend Continuous, discontinuous, very rare

by 5W and 1H
Time, period Start-up, season, (summer, winter, rainy season), setup

Phenomena
stratified
WHO Men Day shift, night shift, new employees, temporary help
WHAT Materials Lots, type No.
WHERE Location Part, range, process, equipment
WHICH Trend Direction (+, -, fore, rear, left and right), increase, reduction
HOW Status Equipment, jigs,tools, accuracy (dynamic, stationary), machining conditions

Pune
Activity KK JH QM PM SH OTPM DM ET
Kaizen Idea Sheet Result Area P Q C D S M
Defect Type
Shop: M/C: Reg. No: 2

Case study
Kaizen Theme:To reduce setting time for door Kaizen Idea: Easy to Access
speed .
Problem/Present Status: On FRD Countermeasure: Provided the Bench Mark 30 Min
machine for door speed setting time window cut out on guard for air flow Target 5 Min
is more setting.
Kaizen Start 2/11/09
No window cut out

Kaizen Finish 3/11/09
Door cylinder Window
for air flow Team Members:
setting 1)Mr.K.O.Zanwar.
2)Mr.A.S.Joshi.
Door cylinder 3)Mr.B.k.kachke
Benefits:
1)Machine availability improved.
Analysis: Result: Door speed setting time
reduced
Why1: Door speed Setting time more 100
Why2: Guard has to removed for
setting. How to Sustain : Irreversible
Time in Min.
Why3: Hard to access 50

30
Scope and Plan for HD
5 No M/ T/date Res. Status
C
Root cause : Hard to access 0
,Nov 09 ' Dec-09
1 6 12.11. ASJ Comp.
09
Loss Tree
DESPATCH
INVENTORY
PRODUCTION
OEE NO ORDER HOLIDAY
AVAILABILITY PERFORMANCE QUALITY
B/D SET TOOL START ADJUST- PM REDUCED MINOR

SCRAP R/W
UP CHANGE UP MENT SPEED STOPS
JH
KK KK KK KK QM QM
PM
GAP GAP GAP GAP GAP GAP

Pune
Cost Loss Tree
MANUFACTURING COST
FIXED VARIABLE
LABOUR MFG SUPPORT REPAIR & MAINT
PERSONEL WELFARE ADMIN COST& RATE, TAXES, BUILDING SPARES DEPRECIA-TION

PROF FEE INSURANCE
CONS
R/W B/D
LOL OML UM
HRS
PM PM
KK KK QM
GAP GAP GAP

Pune
TPM One Point Lesson No.
Theme METHOD OF USING ALLEN KEY Date of
preparation. 23-July-08
Related to CLEAN LUBRICATE INSPECT RETIGHTEN P.M.
Engr. Mgr. Prepared By
Classification
 Basic
Knowledge
Improvement
classes
Trouble
class MK PV Patil MKP
METHOD OF USING ALLEN KEY
Correct method - Wrong method -

Allen key is fully inserted in the socket before Allen key is partially inserted in the socket
tighten or loosen the bolt. before tighten or loosen the bolt.
Allen key
Allen key
DATE EXECUTED
TEACHER
STUDENT

May 11, 2010. Pune
Planned Maintenance
Key Activities
TIME
DETERIORATION Life Extension 2 T T
[CM] B B
M M C
1 2 B
M
FORCED
DETERIORATION Life Extension 1
JH
LIMITING
CONDITION RELIABILITY
RESTORATION OF BASED
ELIMINATION BASIC CONDITION MAINT.
J. HOZEN OF FORCED
DIAGNOSTIC
STEP(4) (6) DETERIORATION REDUCTION TECHNIQUE
IN SPORADIC + SERVICE LIFE
FAILURES PREDICTION
J. HOZEN
EXTENTION OF WORKING LIFE
(IMP.OF WK.PTS OF DESIGN)& ELIMI-
NATION OF CHRONIC PROBLEMS
MP DESIGN + INITIAL CONTROL
Q.M
PM
KAIZEN KOBETSU KAIZEN
EDUCATION + TRAINING
SHE
Pune
Role of Pillars- TPM
Activity WHAT
Quality Maintenance Physical phenomenon of Defect
• Customer Complaint  In-house Rejection & Rework
Kobetsu Kaizen LOSS
(Focussed Improvement) • Set-up, Tool change, minor stop, Motion loss, Start-up etc.
Planned Maintenance TBM

• Replacement, Inspection, Lubrication, Cleaning, Overhaul
• JH Kaizen (request)  Kaizen ( MTBF, MTTR, Cost)
• Additional Countermeasure, After Inspection

Jishu – Hozen • Stepwise ( Abnormalities List is separated)
(Autonomous • Audit ( Self, Section, Top management)
Maintenance) • Jishu Hozen Meeting
Education and Training • Program (Subject)
Safety, Health & • Patrol Restoration of unsafe action & place
Environment • Education  Additional Restoration after patrol
• Kaizen ( Countermeasure)
Development Management • Design Review Meeting
Office TPM • Cost, Lead time reduction, Quality
• Purchasing department – Advising to supplier ( Quality, TPM)

May 11, 2010. Pune
Planned Maintenance

May 11, 2010. Pune
Thank You

May 11, 2010. Pune 68

Best Practice in Maintenance TPM

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Conference on

Best Practices in Maintenance

Speaker: Dinkar Joshi

May 11th & 12th 2010, Pune India

“Best Practices in Maintenance Management”

Total Profit Management

Total Production Management

………………… ISO, TQM, JIT, Re-Engineering

Total Perfect Manufacturing

…………………. Loss Elimination

Total Productive Maintenance and Management

“Best Practices in Maintenance Management”

By implementing TPM, we get a proper image of

“Best Practices in Maintenance Management”

1. We pursue efficient production systems and accomplish the highest

2. We accomplish zero-disasters & accidents, zero-defects, and zero

3. We accomplish zero-disasters and zero-pollution to make life safer and

“Best Practices in Maintenance Management”

 CHANGE THE MACHINE.

 CHANGE THE MAN.

“Best Practices in Maintenance Management”

Obtain Minimum 90% OEE

By Keeping Target For All Losses - ZERO

Operate in a manner, so that there are

By Keeping Target of Defects - ZERO

“Best Practices in Maintenance Management”

Reduce the manufacturing cost

By Keeping target of Losses - ZERO

Achieve 100% success in delivering the goods

By Targeting Losses -ZERO

“Best Practices in Maintenance Management”

Maintain a accident free environment.

Target For Accidents - ZERO

Increase the suggestions by 3 times. Develop

“Best Practices in Maintenance Management”

“Best Practices in Maintenance Management”

 ZERO MEANS ONLY ZERO !!!

“Best Practices in Maintenance Management”

• Just Imagine that if 1% of all the flights crashed.

• Just Imagine that if 1% of all the heart surgeries

• Just Imagine that if 1% of the buildings collapsed

“Best Practices in Maintenance Management”

May 11, 2010.

Education & Training

5 S is The Base Of TPM Quality Maintenance

“Best Practices in Maintenance Management”

Safety, Health &

1S Seiri Organization Sort

2S Seiton Tidiness Systematic

3S Seiso Cleaning Sweep

4S Seiketsu Standardization Standardize

5S Shitsuke Discipline Self - Discipline

“Best Practices in Maintenance Management”

NO FIX LOCATION FIX LOCATION

BENEFIT : REDUCE SEARCHING TIME, REDUCE FATIGUE

“Best Practices in Maintenance Management”

NO FIX LOCATION FIX LOCATION

BENEFIT : REDUCE SEARCHING TIME, REDUCE FATIGUE

NO FIX LOCATION FIX LOCATION

BENEFIT : REDUCE SEARCHING TIME, REDUCE FATIGUE

“Best Practices in Maintenance Management”

• Reviewing Business Objective