Mahindra & Mahindra Ltd.

- Kandivali

CHAPTER 4

TOTAL PRODUCTIVE MAINTENANCE

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Mahindra & Mahindra Ltd. - Kandivali 4.1 INTRODUCTION TO TPM:Total Productive Maintenance (TPM) is a maintenance program concept. 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. TPM brings maintenance into focus as a necessary and vitally important part of the business. It is no longer regarded as a non-profit activity. Down time for maintenance is scheduled as a part of the manufacturing day and, in some cases, as an integral part of the manufacturing process. It is no longer simply squeezed in whenever there is a break in material flow. The goal is to hold emergency and unscheduled maintenance to a minimum. Total Productive Maintenance (TPM) is all about improving the Overall Equipment Effectiveness (O.E.E) of Mfg. plant.

4.2 DEFINITION OF TPM:The new definition was set in 1989. This the 'definition of company wide TPM' is 1. TPM aims to create a corporate system that maximizes the efficiency of the production system (overall efficiency improvement). 2. TPM creates systems for preventing the occurrence of all the losses on the frontline and is focused on the end product. This includes systems for realizing ' zero accidents, zero defects & zero failures' in the entire life cycle of the production system. 3. TPM is applied to all sectors, including the production, development and administration departments. 4. TPM is based on the participation of all members, ranging from top management to frontline employees. 5. TPM achieves zero losses through overlapping small group activities.

The primary objectives of TPM are to:Create a management system that plans, implements, monitors and continuously improves (O.E.E) of the manufacturing facility. Create processes that can assure zero defects, zero breakdowns, zero accidents and zero losses. Create total employee involvement in achieving O.E.E. and eliminating waste through small group activities.

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AdvantagesofTPM:
PRODUCTIVITY is improving through fewer losses in the company QUALITY is also been improved as a result, that the failures and malfunctions are reduced and the order and method are focused. THE COSTS are lower, because the losses and other not value generating work are reduced. THE DELIVERY TIMES can be kept better, because the production without disturbances is easier to plan. ENVIRONMENT AND SECURITY are better, because leakages are tightened. MOTIVATION is higher, because the responsibility and rights are delegated and the investments in the personal are done, in the form of education.

4.3 HISTORY OF TPM :TPM evolved from TQM, which evolved as a direct result of Dr. W. Edwards Deming's influence on Japanese industry. Dr. Deming began his work in Japan shortly after World War II. As a statistician, Dr. Deming initially began to show the Japanese how to use statistical analysis in manufacturing and how to use the resulting data to control quality during manufacturing. The initial statistical procedures and the resulting quality control concepts fueled by the Japanese work ethic soon became a way of life for Japanese industry. This new manufacturing concept eventually became knows as Total Quality Management or TQM. When the problems of plant maintenance were examined as a part of the TQM program, some of the general concepts did not seem to fit or work well in the maintenance environment. Preventative maintenance (PM) procedures had been in place for some time and PM was practiced in most plants. Using PM techniques, maintenance schedules designed to keep machines operational were developed. However, this technique often resulted in machines being over-serviced in an attempt to improve production. The thought was often "if a little oil is good, a lot should be better." Manufacturer's maintenance schedules had to be followed to the letter with little thought as to the realistic requirements of the machine. There was little or no involvement of the machine operator in the maintenance program and maintenance personnel had little training beyond what was contained in often inadequate maintenance manuals. The need to go further than just scheduling maintenance in accordance with manufacturer's recommendations as a method of improving productivity and product quality was quickly recognized by those companies who were committed to the TQM programs. To solve this problem and still adhere to the TQM concepts, modifications were made to the original TQM concepts. These modifications elevated maintenance to the status of being an integral part of the overall quality program. The origin of the term "Total Productive Maintenance" is disputed. Some say that it was first coined by American manufacturers over forty years ago. Others contribute its origin to a maintenance program used in the late 1960's by Nippondenso, a Japanese manufacturer of automotive electrical parts. Seiichi Nakajima, an officer with the Institute of Plant Maintenance in Japan is credited with defining the concepts of TPM and seeing it implemented in hundreds of plants in Japan. Books and articles on TPM by Mr. Nakajima and other Japanese as well as American authors began appearing in the late 1980's. The first widely attended TPM

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conference held in the United States occurred in 1990. Today, several consulting companies routinely offer TPM conferences as well as provide consulting and coordination services for companies wishing to start a TPM program in their plants.

TPMs Origin at Nippondenso:TPM was created in 1971, based on the PM (preventive maintenance or productive maintenance) concept introduced from the United States in the 1950s through 1960s. TPM had its inception at Nippondenso Co. Ltd., a well-known general manufacturer in automobile parts. The company introduced productive maintenance in 1961. In dealing with subsequent progress of automation, exemplified by transferization the company achieved great success in and after 1969 by upholding total member participation PM (Abbreviated as TPM). The company received an award for PM excellence in business establishments (abbreviated as PM award) for the 1971 fiscal year. Since then the PM prize has been awarded annually on the basis of TPM implementation. In the examination and commendation of the PM award, which has been in existence since 1964, Nippondensos TPM was enthusiastically praised by all members of examination committee for its outstanding performance.

TPMs Diffusion into all business lines:Because TPM originated in Nippondenso, which is a member of Toyota Group, TPM initially diffused into the Toyota group. Subsequently it penetrated the fabrication and assembly industries, such as automobile, machinery & semiconductor industries, including chemicals, foodstuffs, cement, and ceramics.

4.4 Differences between PM & TPM:When the term PM first entered in Japan from the United States around 1950, it was used to mean preventive maintenance. In the 1950 through the 1960s, Japan learned a great deal from the United States, including productive maintenance (PM), corrective maintenance (CM), Maintenance prevention (MP), reliability engineering (RE) and maintainability engineering in addition to the preventive maintenance. Subsequently, the American idea of PM spread so widely in Japan, that PM was thought to be an acronym for plant maintenance. We can say that TOTAL PRODUCTIVE MAINTENANCE (TPM) was developed by modifying PM with a unique Japanese perspective and tailoring it to the Japanese style of management. Thus although TPM is uniquely Japanese company-wide plant maintenance method developed in Japan, it is of course based on PM technology and techniques learned from the United States. What then are the differences between traditional PM in the U.S. style and TPM developed in Japan? Let us clarify the differences by citing the characteristic of TPM below,

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No 1 Style Characteristic of TPM Features TPM is designed for the overall pursuit of improvement of the efficiency of the production system to the greatest degree possible. Improving the methods of manufacturing, using and maintaining the equipment maximizes production efficiency. U.S. style PM Centered on equipment specialists. Therefore, even though U.S. style PM seeks to maximize equipment efficiency by improving equipment manufacturing, and maintenance, it does not attempt to improve overall production efficiency by considering efficient methods of using equipment. 2 Characteristic of TPM A characteristic of TPM is Jishu Hozen by operators (operators must preserve and maintain their own equipment) routine maintenance (cleaning, oiling, tightening, inspection etc.) is under change of operators, while equipment inspection (diagnosis) and repairs are taken care by specialized maintenance

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staff. U.S. style PM Under U.S. style PM, operators are decided to production (operation), while all maintenance work, including routine maintenance, inspection and repair is under the charge of maintenance staff. 3 Characteristic of TPM TPM represents small group activities in which all members participate. It signifies small group activities unified with the formal organization, to be participated in by all members, ranging from top management, to middle layer personnel, to frontline staff. These are called overlapping small group activities. U.S. style of PM In US style PM, there is no implementation of small group activities to be participated by all members

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4.5 Characteristics of TPM:TPM is aimed at the overall pursuit of production efficiency improvements its maximum extentMany production systems are human machine systems. Needless to say, dependence of production systems on equipment increases as automation progresses. Similarly production efficiency is governed by degree of proficiency in methods of manufacturing, using and maintaining equipment. TPM is designed to prevent the occurrence of stoppage due to failures and adjustment, speed losses resulting from minor stoppages and speed reduction and defect losses caused by process defects startups, and yield declines, by improving the methods of manufacturing using and maintaining equipment. Its purpose is to maximize the efficiency of production system in an overall manner. A characteristic of TPM is 'Jishu Hozen by operators' (Operator must preserve their own equipment) Plant maintenance is the health care of the plant. Preventive maintenance has greatly improved health care for the human body and extended the human life span. In the same way preventive maintenance can be termed the basis of the health care for plants equipment. The health care of the human body begins with the person, who owns the body, that person must constantly strive to prevent the occurrence of any disease. Furthermore, people can maintain good health by receiving regular checkups by professional doctors and early treatment of any abnormalities that are found. Similarly operators must protect the equipment they use themselves. This is called Jishu- hosen. Failures and defect illness, routine maintenance (cleaning, oiling, tightening & inspection) must be implemented without fail. Further maintenance staff who are medical practitioners specialized in equipment conduct periodic inspection (diagnosis) and carry out early repair (treatment). Considering that automated equipment manufactures products, TPM calls for altering the demarcation point between operators and maintenance staff so that routine maintenance for the health care of automated equipment will be under the charge of operators. TPM consists of small group activities in which all members participateSmall group activities in TPM belong to the formal Organizational-laid type. Small group activities in TPM are conducted by employees who, based on the self discipline, conduct work jointly with the formal operation. The Jishu Hozen is implemented in small group activities. Operators enforce Jishu -Hozen by performing cleaning, oiling tightening, inspection and other routine maintenance task themselves. Such jish-hozen is part of the operator's normal work. TPM small group activities are called ' overlapping small group activities' because they are conducted jointly with the formal organization.

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4.6 PILLARS OF TPM:The implementation of TPM promoted by Japanese Institute of Plant Maintenance (JIPM) is classified in eight categories. 1. 2. 3. 4. 5. 6. 7. 8. 9. Jishu- Hozen: Autonomous Maintenance Kobestu-kaizen( individual improvement) : Elimination of losses Hinshistu Hozen ( quality maintenance):zero defect Material planned system Education and training Administration (office TPM) Planned maintenance Safety. Tools.

1. AUTONOMOUS MAINTENANCE (JISHU-HOZEN):The basic premise of TPM lies in the fact the machine operator should maintain the machine himself. It is something like a car drive. He is taught the basic skill to repair minor problems in the car so that he is responsible for zero breakdown of the car on the road. To achieve this goal, he cleans the car every day, checks critical requirements daily and seeks the help of external maintenance team at repair workshops if he finds major defect. Therefore the machine operators need to be trained to understand their machines well and held responsible over a period of time for their machine uptime. The role of operator, therefore, would include cleaning the machine, daily check-up and analysis; carryout simple standardized maintenance work, arranging maintenance through specialists maintenance team-periodically and thereby improving total life cycle of the asset. The role of equipment builder needs to be redefined in terms of his responsibility towards making his equipment fit for TPM application thereby ensuring high mean time between failures (MTBF) and short mean time to repair (MTTR). Methodology of Jishu Hozen: Jishu-Hozen" or autonomous maintenance is carried out by machine operator along with his regular production work. He is allowed some Jishu-Hozen time to take care of his equipment. Operator is the person who is very close to the equipment and his involvement in maintaining equipment health certainly helpful. Many of the abnormalities can be noticed by him through the three senses, Look, listen & feel" during his regular production activity. As per TPM methodology, operator carries out Jishu Hozen activity in seven steps. Step 1: Initial clean up. In this step operator removes all the machine covers (Discover to discover). Then entire machine is cleaned thoroughly (cleaning with meaning). During cleaning he finds out many abnormalities, viz-loose fittings, leakage, missing parts, and various types of contamination. These abnormalities are properly tagged (white tag for rectifying it by him & pink tag with planned maintenance support, due to lack of skill). With proper training Jishu-

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Hozen ability of operator can be enhanced. This explores him to identify source of contamination, difficult to access areas in carrying out clean, lubricate, and inspect activity and containing the contamination to reduce Jishu-Hozen time. He also identifies forced deterioration (if any) causing premature failure of machine parts, oil drain causing lack of oil fault. This also helps to keep the machine clean, while boost the morale of the people. Step 2: Countermeasures for above. With the help of step-1, these trained operators take all corrective actions along with planned maintenance team to maintain good health of the equipment. The activities in this phase require very large amount of time so as to take necessary countermeasures. Small group activity help to keep the machine clean without cleaning by arresting the source of contamination. Countermeasures for difficult to clean, lubricate, inspect brings down the Jishu Hozen time drastically. Thus availability of equipment improves. By these countermeasures forced deterioration is eliminated thus the life of spares parts enhance and thereby reduces the spares cost viz. various oils, regular consumable parts. 1. a. b. c. 2. a. b. c. Countermeasure against the source of contamination: By providing or fitting missing lids, parts eliminate source of contamination. By replacing worn out seals, defective joints etc. keeps machine clean without cleaning. Proper sealing and cooling of electric panels ensure life of electric parts, electronic components to optimum. Forced deterioration : Cleaning of motor body & inspection of cooling fan as per schedule to enhance motor life. By reduced oil splashing, proper assembly of guard & alignment of pulleys ensures motor belt life. Time based cleaning of impellers maintains current limits within range, reduces energy and breakdown cost.

Operator gets awareness about his own machine. Improves cross functional relationship with other TPM pillars viz. PM, KK, E&T. In this step we start enjoying the fruits of TPM methodology. Step-3: Visual controls and inspection After taking all countermeasures still we require large amount of time for clean, lubricate, inspect activities. Based on the operators experience and skill enhancement, he is now in position to access Jishu Hozen time. With the help of Kaizens and countermeasures against difficult to clean, lubricate, inspect this Jishu Hozen time can be brought down to improve availability rating. In order to standardize these (CLI) clean, lubricate, inspect activities we have derived CLI sheets machine wise. This can guide any operators to perform all mentioned activities effectively. The activity numbers are marked on machines by means of stickers with the activity number marked on it. The activity place is also marked on flooring from where this activity can be performed. Any new operator can also perform easily with the help of this provision. 1. Visual controls and inspection a. By providing see through covers inspection can be made easier. (Without opening the covers) viz. Motor belts, chains, gear drives, couplings etc. b. Marking for oil level, pressure gauge ensures the level of settings for the smooth process.(without breakdown and sometimes defects)

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c. Operators Jishu Hozen activity schedule with the help of various types of stickers. Viz. Different colors for Jishu Hozen activity and different shapes for frequency of (this activity) these checks. d. Symbolic marking for Jishu Hozen activity. Viz. Palm, eye, ear symbols (Look, Listen, Feel) Viz. Symbol of eye stands for inspecting oil level in reservoir with level marked for filling and green for healthy. e. Modifying huge guards into localized guards helps to monitor or inspect easily. f. Use various oil level indicators; oil/ air / water pressure gauge marking brings down the inspection activity time drastically. Early alarm system reduces lubrication time & avoids breakdowns. All above activities are carried out by the operators involvement. This improves their involvement in TPM movement. STEP 4: Overall inspection J.H. STEP-4 Methodology and details Selected items- 8 items (General inspection categories) 1) Machine elements i.e. Nuts and Bolts 2) Lubrication 3) Hydraulics 4) Pneumatics 5) Drive 6) Electric 7) Equipment safety 8) Machining condition Training room Lecture and practice Training material is to be made item wise- general inspection sheet, inspection manual, trouble shooting. Schedule Teacher (Production and maintenance engineers) Student (Cell leader or supervisor) - 1 item in 3 days Training by teacher, study and practice by student, evaluation by teacher. Audit by teacher using check sheet Check by student by making item inspection sheet related to his machine after passing the audit foreman acts as a teacher & machine operator acts as a student STEP 5: Autonomous inspection Aim: - Equipment deterioration and restoration condition accomplished in steps 1 to 4 must be maintained and improved to further enhance equipment reliability, maintainability and quality. For this reason cleaning, lubrication, inspection and equipment quality standards prepared so far to be examined to accomplish higher check efficiency and eliminate check errors to prepare Jishu- Hozen 1. Re-examine from zero failure and zero defect viewpoints Review measures to prevent recurrence of past failure, defects, and inspection errors, and re-examine if any inspection items are missing as a Jishu Hozen standards. 3. Re-examine from view point of check work load balance Inspectors are frequently concentrated on the beginning of the weeks. 4. Re-examine from viewpoint of visual control

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Can inspection item places be found easily? Can inspection be made easily? Can troubles and abnormalities be found easily? STEP 6: Standardization Aim: Standardization aims at ensuring maintenance and management of these activities and at expanding the operator role to work related to the equipment and areas around it. By thoroughly reducing losses, autonomous inspection given a finishing touch. Review of role of operators, & efficiency improvement and standardization of related work. Improvement of the maintenance and control of autonomous inspection and creation of necessary structure. In improving unreasonable, wasteful and uneven actions. STEP 7: Autonomous Management Aim: Step 1 to 6 accomplished results in concentrating all activities, in changing equipment, in changing men, and in changing workplaces. In step 7 ones own ability is recognized and the emotions of participation and solidarity. Building management region that does not collapse The first aspect is building a management aspect, which does not collapse. The JishuHozen system of many of the PM award companies collapse in 2 or 3 years after they receive the award. It is reasonable to conclude those top personnel and managers cause this problem. Firm determination and power of action by managers are very important in continuing autonomous management. Striving to meet the targets of zero failures and zero defects and seeking positively to encompass upper stream management.

2. INDIVIDUAL IMPROVEMENTS / KOBESTU KAIZEN:Every employee in the company must be made aware of the areas the contribute to losses and how he can help eliminate defects from his own work and contribute to reduction of losses company wide. This activity pertains to training people in implementing specially the staff and shop supervisors on how to address elimination of 16 areas of major losses that exist in any manufacturing set up. And also ensure zero loss due to equipment failure and product defect. Procedure for implementing Kobestu-kaizen: 1. Define the problem: search for the existing problem and define the problem, whether the problem going to affect the cost or production. 2. Loss data: note down the lost data. 3. Identify the theme: Identify the theme behind making the kaizen. 4. From group: Form small groups or cross functional teams. 4. Analysis: analyze the problem by doing why-why analysis 5. Identify counter measures and do kaizens 6. Implementation of counter measures. 7. Note down the results after implementing kaizen 8. Standardize the results.

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3. QUALITY MAINTENANCE:Necessity and Definition of Quality maintenance: When carrying out high precision processing at manufacturing workshops, it is often assumed that adjustment is the natural work and that its skillful execution is expertise. At these manufacturing workshops, however equipment automation and shifting to unattended operations are now progressing, with the center of production activities transferred from manual work to machine operation. In such a states of affairs, ensuring high quality through equipment arrangements has become more important than even in order to ensure high quality at each process. In other words, ensuring high quality has become greatly influenced by the state of the equipment. If quality is crucially influenced by the state of the equipment, it will be necessary to take preventive steps to find condition of defect free equipment or processing; to control the trend of such conditions changes; and eliminate the possibility of defect occurrence in advance. The method of maintaining equipment to take such preventive steps is quality maintenance. It can also be defined as follows: With the purpose of realizing quality, defect free equipment to maintain absolute quality (the state of 100% quality products) quality maintenance means: Setting condition for zero failures Preventing quality defects by maintaining conditions within standard value ranges Inspecting and measuring the conditions in time series; and Predicting the possibility of quality defect occurrence by reviewing changes in measured values: and based on these, Taking countermeasures in advance. Employees should aim at Right First Time thereby Zero-Defect production. To achieve this, it is necessary that the staff records actual defects according to confirmed standards and analyses the data to relate defects to equipment or process standards. Correction actions should be implemented through KAIZEN Cross Functional Team, QC Circle or small group activities. Methodology of Quality maintenance / zero defects:1. From defect we need to go to phenomenon 2. Do a why-why analysis 3. Go to root cause 4. Solution would be of two types: Poor design or human error. For poor design of product/process strengthen the design. For human error we will need to implement Poka Yoke.

4. MATERIAL FLOW SYSTEM:In any manufacturing shop, locating of tools, jigs and fixtures and other hand tools take some time only because these have not been stored systematically and people have to search for these tools. Quite often, the required tool is not in stock when required. Balancing of load on machines is yet another major issue. Some machines are overloaded and some waiting for material. All this leads to loss to productive hours of the machine tool.

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Primary objective of material flow management should be to ensure zero waiting time for all types of input material and shortest throughput time through the chain of process. Therefore, implementing activities that can lead to shortening the trial period for new products enabling higher availability of equipment for regular production. In case of new equipment shorten development, design, and manufacturing periods. Establish shortest throughput time of products. Improve processes that can assure nearly zero short start up time of new equipment on arrival. 5. EDUCATION AND TRAINING: Education and Training is the prime activity to make the process succeed. This includes training for every one in the company starting from the tip to the last employee. Skill training for operators and maintenance team starting from basic and continuously goes on to improve their core competence in the task they are expected to perform. 6. ADMINISTRATION / OFFICE TPM:Manufacturing excellence directly depends on the operational excellence of supporting departments planning, purchasing, utilities etc. Staff from these departments should be trained to support production departments with great speed, accuracy and common purpose. Office TPM is used to improve productivity, efficiency in the administrative functions and identify and eliminate losses. This includes analyzing processes and procedures towards increased office automation. After kick-off activate four pillars (JH, KK, QM, PM), then start Office TPM (after about one year). A senior person from one of the support functions e.g. Head of Finance, MIS, Purchase headed the office-TPM sub-committee. Sub-committee consist of members representing all support functions and someone from Production & Quality. 7. PLANNED MAINTENANCE: Staff, supervisors and maintenance team need to be trained to improve quality of maintenance work on the equipment that will ensure zero breakdowns. This included data collection, analysis and timely collection actions and timely collection actions of prevention of recurrence. Very often shift arrangements are made to keep the equipment up due to non-availability of spare parts or inability to diagnose a particular problem at that time. Such activities create a permanent disability in equipment and seriously affect the capability of the equipment including total life cycle of the asset. The planned maintenance activity should ensure timely attention to all types of repairs that will avoid major breakdowns. Planned maintenance helps TPM implementation by means of following activities: 1. Ensure JH activities are done daily. Provide basic conditions easy to clean, lubricate and re-tighten. 2. Carry out root-cause analysis by using why-why analysis and PM analysis for taking countermeasures. 3. Eliminate forced deterioration (contain the contamination) 4. Improve weaker points of design by making latent points visible. 5. Follow JH schedule religiously.

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6. Planned Maintenance (TBM/CBM) schedule is strictly adhered to. 7. Training the operators to strictly follow operating procedures. 8. Evolve maintenance standards and inspection of Kaizens for their continued effectiveness. 9. Conduct Why-Why analysis for breakdown and PM analysis for chronic failures and arriving at the counter-measures/Kaizens. Extend the same to the similar places. 10. Standardize the above countermeasures through checklists.

8. SAFETY, HEALTH AND ENVIRONMENT:The work environment should be free from risk of accidents. There should be adequate systems in place to analyzed and maintain zero accident levels. Create a healthy and clean working site for the employee

4.7 Major Losses identified by TPM:1. Breakdown Loss :-

Loss generated when machine has stopped on its own due to component failure e.g. breakage of V belt on a machine, etc For calculation of OVERALL EQUIPMENT EFFICIENCY (OEE), a part of breakdown, which has resulted in loss of opportunity of production, shall be considered. All repairs that are not part of planned maintenance (based on annual plan) are part of breakdown loss.

2.

Planned Shutdown Loss:

Loss generated when equipment is stopped in planned manner. The activity that is pre-decided (annual calendar) with a realistic estimate .E.g. In the year F2K, spare parts of the machines will be replaced with a specific predetermined periodicity, irrespective of the life left / failure occurred due to the spare part in question (Time bound maintenance). It will also include specific predetermined overhaul program.

3.

Set up And Adjustment Loss:

The loss attributed to change of setup from one component to other component. Note: It shall include time for removal, fixing, and adjustment/repair. Setting is complete when 1st job is as per specifications. E.g. Change of Jigs & fixture (as applicable in machining area), Change of die (as applicable in stamping area & foundry).

4.

Tool change Loss:

Tool change loss is defined as a loss occurred while changing tools & tooling in running production till 1st ok part is produced. Note: Time lost in changing drills, bushes, dressing wheels, etc.

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5. Start up Loss:

The time required for the equipment to attain optimal operating condition. E.g. Paint shop - Oven temperature is expected to reach X oC before baking can start. Heat Treatment - Furnace should attain Y oC before charge is put inside. Foundry PU - Die is heated to Z oC before start of production.

6.

Minor Stops:

It is a performance-related loss (usually less than a minute) that results in stoppage of material movement. E.g. Limit switch is manually operated to restore operating condition, Component has stuck to die while stamping - it is removed by one touch.

7.

Speed Loss :

Loss due to increase in on line and/or auto cycle time due to reduction in speed, feed. E.g. Cycle time of Widma Borer has gone up from 6.5 min to 9.5 min due to feed variation.

8.

Defects Loss :

Number of parts that are not confirming to specification. E.g. Rework, Rejection.

9.

Management Loss :

Loss due to wrong planning. E.g. Tools, Material, Instructions are not available. Loss that reduces human efficiency.

10. Operating Motion Loss :

E.g. Walking of operator is more because of inefficient layout, Operator's motion economy is violated due to skill difference, operator is wasting some time in searching tools/tooling etc., operator's morale is low, and it affects his performance.

11. Design and Development Loss :

Loss that is generated at mass production stage due to design problems. E.g.: Delay for commissioning of any m/c.

12. Inventory Loss :

Loss generated due to inventory carrying cost.

13. Logistics Loss :

Loss due to non-availability of material. E.g. Finished & Accepted Crankcases are ready but not sent to assembly line due to some reason, which results in loss of Engine Assembly.

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14. Yield Loss :
Loss of raw material in any form. E.g. Blanks generated in stamping operation, Chips generated in machining operation, Slurry of paint, runners/risers in foundry application.

15. Energy Loss :

Loss of energy in the form of heat, powers, air, water, fuels due to leakage and or overload. It is to be measured by consumption.

16. Die & Tool Loss :

Loss resulting from manufacturing and repair of tools & tooling. It also includes consumption of FOS items and sand.

17. Process Trouble Loss :

Loss generated when equipment stops fro more than 10 mins. But no machine component is damaged or stopped due to Quality issue/Speed loss. E.g.: Serve alarm on CNC m/c (machine) due to loosening of wires /cards.

18. Consumable Loss:

Loss generated due to over consumption of FOS (Factory Operating Services). E.g: More consumption of cutting oil / coolant on m/c due to leakage.

19. Man Power Loss:

Loss generated when more man power is deployed then required due to line imbalance or other value added activity.

20. Office TPM Loss :

Loss generated due to inefficient use of manpower, extra consumption of consumable and higher information expenses.

21. Cash outflow Loss :

Loss that is generated due to lack of exploring various ingenious ways to save cash outflow without capital investment.

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