Total productive maintenance project pdf

This seems to be an important attitude to hold, because results are not immediate or even quick. TPM is not a short term fix, but a long, never-ending journey to best in class factory performance through: on-going management commitment, increased employee responsibilities, and continuous improvement to achieve goals of TPM Max International Engineering Group, The reliability and validity of the survey has been confirmed with internal consistency test using Cronbach alpha coefficient and factor analysis approach respectively.

Majority of the survey respondent were from large companies while there were slightly more electronic companies compare to electric companies. The TPM element which is most practise or emphasis on by manufacturing companies in Malaysia is planned maintenance management with a mean of 3. In comparison, a study by Kathleen et al. On the other hand, Italy has the weakest autonomous practices among the three nations. Bivariate correlation procedure performed also showed that various TPM element emphasis have significant contribution towards the manufacturing performance of the organization.

There is no difference in TPM element practices between electrical and electronic companies while only some of the TPM elements practices were found significantly different between SMEs and large companies. Companies which practices TPM longer is also found to show more improvements in their manufacturing performance. From the results and discussion, the TPM element practice that has been given the most emphasis is planned maintenance management while the least emphasis on is top management leadership.

Overall, all TPM elements score between moderately to intensively in terms of implementation. Comparisons with other studies also show that different countries have their own emphasis on TPM elements.

The empirical evidence has also been presented to support relationship between various TPM elements and manufacturing performance. Findings show that these TPM elements are quite important to manufacturing organization in term of lowering cost, better quality products, strong delivery and increased productive levels. One of the elements, autonomous maintenance though show more intangible benefits towards the organization such as improve working environment, skill increase of manpower and higher level of employee involvement.

Thus, it can be concluded that all five TPM elements which are top management leadership, planned maintenance management, focussed improvement, autonomous maintenance and education and training are equally important and need to be placed equal emphasis in order to achieve the benefits in manufacturing performance.

These elements can be a sound platform or benchmark for organization that have plans to implement TPM in their plant.

In this way, nothing is left out and there would be a structured approach in TPM implementation which is essential for a successful TPM implementation program. Besides that, this study also found that there is no difference of TPM elements practices between electrical and electronic industry in Malaysia. Therefore, these TPM elements are generic in nature and could be applied uniformly to different types of industries.

However, there are significant difference of some TPM elements practices between SMEs and large companies in areas such as top management leadership and education and training but no differences in other areas like planned maintenance, focussed improvement and autonomous maintenance.

In addition, TPM implementation must be deployed for a longer period of time between 3 to 5 years and more to see increased improvement in manufacturing performance in the organization. Although the response rate is comparable with some other studies, a larger response is preferable to increase the accuracy and creditability of the survey.

This could perhaps be improve if there is an organization in Malaysia that caters to TPM such as in India where there is a TPM club that consists about odd organizations. Better responses could be achieve through distribution through this channel rather than randomly sending surveys to companies listed in FMM directory who might not be compile to respond to the survey. A gift pack with items such as pens, notebook could perhaps also encourage better responses among companies.

The use of automation in data collection and analysis, process control and management and visual control in regards to TPM implementation could also be studied. Besides that, the adoptability of the five TPM elements derive from this study in an actual case study scenario could be conducted in order to view the results first hand and also to improve further the implementation plan.

Survey and case investigations on application of quality management tools and techniques in SMIs. Ahuja, I.

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Sangameshwran, P and Jagannathan, R. Eight Pillars of TPM. Indian Management. Saylor, J. To determine the significance of correlation coefficient r for TPM practices and the performance rate of BCL, a test of significance was done as follows. Decision: since the computed t 3. The regression equation above establishes that taking all factors into account constant at zero, the performance rate of BCL will be at Error of the Square Estimate a 1.

Square b Regression Dependent Variable: Quality rate b. Dependent Variable: Qualityrate From Table 4. Decision: since the computed t 8. The regression equation above establishes that taking all factors into account constant at zero, the quality rate of BCL will be at Dependent Variable: OEE rate b. To determine the significance of correlation coefficient r for TPM practices and the quality rate of BCL, a test of significance was done as follows. Decision: since the computed t 7.

The regression equation above establishes that taking all factors into account constant at zero, the OEE rate of BCL will be at The chapter also presents conclusions and recommendations drawn from the study on the objectives of the study and gives suggestions for future possible studies. With the gradual implementation of the three TPM practices of elimination of lost equipment time, autonomous maintenance and planned maintenance, the OEE rate of BCL increased from an average rate of The implementation of the three TPM practices increased the equipment availability rate from One possible explanation of this observation is that the RCAs conducted at BCL did not address the true causes of equipment failures, and could therefore not be useful in preventing recurrence of the failures and so would add little value to the maintenance process.

The combined effect of the implementation of the three TPM practices of elimination of lost equipment time, autonomous maintenance and planned maintenance was an increase in all of the indicators of equipment effectiveness. Of the three TPM practices considered, autonomous maintenance of plant equipment by the production teams was found to have the biggest effect in the OEE of the equipment in the kiln shop of BCL, followed by the planned maintenance of the equipment.

The study did not find the implementation of elimination of lost equipment time at BCL to have any effect on the OEE of the organisation. The findings of the study also agree with those of Sharma et al. The study findings also agree with the findings of Ahuja and Khamba who established through a case study of the Indian manufacturing industry that there had been an improvement in overall equipment effectiveness of all the production facilities as a result of TPM initiatives notably OEE improvement by 14 - 45 per cent.

The findings of the study are also consistent with the findings of Ateka who examined the adoption of TPM practices in large manufacturing firms located in Mombasa County and identified increased quality and improved productivity as the key benefits resulting from TPM implementation.

His study also established that the most important critical success factor of TPM is co-operation and involvement of both the operators and the maintenance workers in equipment maintenance. They should endeavour to create a strong production team that is knowledgeable in the basic skills of equipment maintenance. A strong production team would be able to identify emerging operational problems early on and correct them or seek assistance from more knowledgeable employees before major breakdowns occur.

This in turn would increase the availability of the equipment to continue with production and ensure that the highest quality product is produced, and at the optimal production capacity. Prevention of major equipment breakdowns would also increase the lifetime of the equipment and reduce the costs associated with their maintenance, thereby increasing the profitability of the organizations.

Organizations should also ensure that a regular equipment maintenance schedule is created for all their production equipment in consultation with the equipment manufacturer. The schedule is followed diligently by the maintenance team. Creation of a regular maintenance schedule and adherence to a disciplined maintenance plan will ensure that all emerging problems with the equipment are addressed promptly. This in turn will increase the equipment availability, performance and quality rates by enabling the equipment to run without any unnecessary stoppages due to breakdowns and at the correct speed while producing the best quality product.

Due to the amount and complexity of the data needed for the study and the time constraints placed on the researcher, the researcher could not be able to obtain and analyze data for the whole production line at BCL, from the quarrying stage of cement production to the finishing stage.

This limited the scope of the study to the clinker production shop kiln shop of the organization. It did not consider the effect of implementation of the practices on the OEE rates of the other equipment in the organization. A follow-up study should be conducted that will consider the effects of implementation of the TPM practices on the other equipment in the production line of BCL.

It was limited to one organization and the results are limited to the organization. They therefore cannot be generalized for other cement companies in the country and elsewhere without considering the context due to differing management philosophies employed and capabilities of the workforce.

The study therefore recommends further work on the effects of the implementation of TPM practices in other Kenyan cement manufacturing organizations to be conducted. Ahuja, I. Improved organizational behavior through strategic total productive maintenance implementation.

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Productive activities focus on any activity that customer is willing to pay for. Non productive activities describe that the customer does not consider as adding value to his product for example, waiting Foundry Cluster, Belgaum, Karnataka 38 xiii.

Follow the links contained in the system-generated email invitation to create an account. Note: A Textura representative or a General Contra. The …. An Introduction to Total Productive Maintenance. Maintenance productive totale TPM.

Total Productive Maintenance. Total productive maintenance: literature review and directions. Total Productive Maintenance : [Proven Strategies and. Total Productive Maintenance - seminarsonly. Total Productive Maintenance - OpusWorks. Total Productive Maintenance - Industry Forum. A SWOT analysis of total productive maintenance frameworks.

Application of Lean Manufacturing to Higher Productivity. Download the Registration Form and email the completed form to us at adminutcsb umw. Current perceptions in the kkobetsu by KII. Khamba, b Total Productive maintenance: OEE OEE breaks the performance of a manufacturing unit is a set of metrics that shows business leaders how into three separate but measurable components: If written in Kanji, it would represent particular case; discrete; individual; separate etc.

Gensoku refers to Standards and parameters. Tools used in Kaizen: After comparing the data they find out that process failures, normal production loss, abnormal production loss, quality defects, and reprocessing.

Current perceptions in the industry by KII. From basic motive of upkeep group formed by twenty Japanese companies. Kaizen Institute India Blog. Prior to attending to resolve an abnormality or a problem, one should be aware of the principle of operation.

As one kaizn the pillars of TPM activities, Kaizen pursues efficient equipment, operator and material and energy utilization, that is extremes of productivity and aims at achieving substantial effects. Reduce Reduce energny costs consumpti Optimize on resource utilizatio n Figure 1. How can we change a system or mindset?