Total Productive Maintenance

Total Productive Maintenance

A Strategy for Business excellence

Awareness Program
19 June 2009

TPM
AWR
B-‹#›
Total Productive Maintenance What is Business Excellence ?
Why we need it ?
• All the organizations are subjected to
different forces like competition, Changing
customer requirement, Economic, political
and social factors etc.. Also called as Market
Dynamics. The challenge is to achieve
business objectives in the above environment.
Business Excellence concept and tools helps
organization to stay ahead of competition and
achieve better business results.
TPM
AWR
B-‹#›
Total Productive Maintenance
Business Excellence concepts

• TQM
• TPM
• BSC
• BPR
• Lean
• Six Sigma
• SEI-CMMI
• Awards – Deming,
MBNQA,EFQM
TPM
AWR
B-‹#›
Total Productive Maintenance
The Umbrella Concept
World Class Manufacturing

BPR Six Sigma

TPM
AWR
B-‹#›
Guidelines for Business Excellence
Total Productive Maintenance
a) MBNQA

b) Deming Prize for TQM d) PM Prize for TPM

JUSE JIPM

c) Shingo Prize for Lean Manufacturing (Utah State University)

TPM
AWR
B-‹#›
Total Productive Maintenance

A Journey of 1000 Miles

Must Begin with a Single Step

TPM
AWR
B-‹#›
Total Productive Maintenance TPM...

...is a culture that focuses on improving

the effectiveness of the plant,
equipment and processes through
the empowerment of PEOPLE

TPM
AWR
B-‹#›
Total Productive Maintenance

TPM Definition
1. Aims at building up a corporate culture that thoroughly
pursues production system efficiency improvement (Overall
Equipment Efficiency :OEE)
2. Constructs a system to prevent every kind of loss, for
example, to achieve "zero accidents, zero defects and zero
failures", based on Gemba (actual site) and Genbutsu (actual
thing) over the entire life cycle of a production system
3. Covers all departments including production, development,
marketing and administration
4. Requires all and full involvement from top management to
frontline employees
TPM 5. Achieves zero losses by overlapping small-group activities
AWR
B-‹#›
Total Productive Maintenance TPM helps to achieve
Zero BAD
• Zero Breakdown
• Zero Accident

• Zero Defects

TPM
AWR
B-‹#›
INTRODUCTION TO TPM
Total Productive Maintenance
Emergence of TPM
TPM, is a Japanese Management System. During 1950’s
and 1960’s Preventive Maintenance was very popular
in Japan. Seichi Nakajima of JIPM, first developed
and named this new approach

as TPM in 1971.

TPM
AWR
B-‹#›
Total Productive Maintenance
• TPM is later improvised by JIPM as
the surest means of achieving world
class manufacturing.

• TPM® is a registered trade mark of

JIPM.
JIPM – Japanese Institute of Plant Maintenance

TPM
AWR
B-‹#›
INTRODUCTION TO TPM
Total Productive Maintenance
Development of Maintenance Systems

Breakdown Maintenance - Repairs

Preventive Maintenance – Periodic Maintenance

1950
Corrective Maintenance
1957
Predictive Maintenance – CBM

1961
TPM – Total Productive Maintenance
1971
1950 1960 1970 1980 1990 2000

TPM
AWR
B-‹#›
Total Productive Maintenance TPM - The major approach to create a plant in 21st
century
Increased
productivity
Enhanced Reduction
safety in M/c
record failure

Improved Improved
employee TPM product
morale quality

Higher Cost
customer reduction
satisfaction Increased
TPM Profile
AWR
B-‹#›
Total Productive Maintenance
• In 1998 TPM award winners from JIPM included 22
overseas plants & factories, the highest so far. This
includes company Sundaram Fasteners Ltd. Hosur also.

JIPM is conducting courses in different levels for

spreading the idea of TPM throughout the world.

Also JIPM conducts research on various areas related

to manufacturing & maintenance.

TPM
AWR
B-‹#›
Total Productive Maintenance Results of TPM awarded companies:

TPM
AWR
B-‹#›
Total Productive Maintenance
Results of TPM awarded companies:

TPM
AWR
B-‹#›
TPM
AWR
B-‹#›
Total Productive Maintenance
TPM
AWR
B-‹#›
Total Productive Maintenance
Total Productive Maintenance • Initially in 1970’s JIPM introduced TPM for the
fabrication & assembly industries.

• This was developed with 5 pillars of TPM

activities.

• Today 8 pillars have been devised.

TPM
AWR
B-‹#›
TPM
AWR
B-‹#›
Total Productive Maintenance

FOCUSED IMPROVEMENT

AUTONOMOUS MAINTENANCE

PLANNED MAINTENANCE

QUALITY MAINTENANCE

EDUCATION & TRAINING

TPM

SAFETY, HEALTH & ENVIRONMENT

8 Pillars of TPM

5S & Total Employee Involvement

ADMINSTRATION (OFFICE TPM)

DEVELOPMENT MANAGEMENT
Total Productive Maintenance

What is TPM & why TPM ?

TPM
AWR
B-‹#›
Total Productive Maintenance
Definition of TPM (M: Maintenance)

• To set a goal to maximize equipment efficiency. (overall efficiency).

• By establishing a total system for PM for the entire life of the equipment.

• Participation by all departments, including equipment planning, operating and

maintenance departments.

• Involving all personnel, including top personnel to first-line operators.

• For promoting PM by motivation management, namely by autonomous small

group activities

TPM
AWR
B-‹#›
Total Productive Maintenance TPM Definition (M : Management )
• TPM MEANS

• Taking as a prime objective a company structure that pursues production

efficiency to its ultimate limits. (=comprehensive efficiency)

• Putting together a practical shop-floor system to prevent losses before they

occur throughout the entire production system's life cycle : zero accidents, zero
defects, zero breakdowns

• Involving all function, including production, development, sales and

management.

• Having all employees participate, from top executives to front-line workers.

• Achieving zero losses through overlapping small groups.

TPM
AWR
B-‹#›
Total Productive Maintenance
Shift in Attitudes

Operator Maintenance Operator Maintenance

I use I maintain & We maintain

I fix

TPM
Conventional TPM
AWR
B-‹#›
From TPM of Production Department to Company-
Total Productive Maintenance wide TPM Covering All Company Activities
Total
Total Productive
Preventive Management
Maintenance Top Management

Planning Financial Personnel General

Affairs

Development
Production of Products & Sales
Equipment

Plan Plan Plan Plan

t t t t
TPM Phase 1
TPM Phase 2
TPM Phase 1 : TPM of production Department.
TPM Phase 2 : Company-wide TPM encompassing production development, sales and
administration.
TPM
AWR
B-‹#›
Benefits of TPM
Total Productive Maintenance

Results from 250 TPM Award Winners

Increase in Productivity % 50
Decrease in Breakdowns % 99
Decrease in Defect Rate % 90
Decrease in Customer Complaints % 75
Decrease in Maintenance Cost % 30
Decrease in WIP % 50
Decrease in Energy Consumption % 30
Accidents Zero
Pollution Zero
Increase in Employee Suggestions 10 Fold
TPM
AWR
B-‹#›
Total Productive Maintenance Effectiveness of TPM
• P Productivity Improvement 1.5 to 2 times
Reduction in Number of Sporadic Failure 1/10 to 1/250
Equipment Operating 1.5 to 2 times

• Q Reduction in Product Defects, 1/10

Reduction in Customer Claims 1/4

• C Reduction in Maintenance Cost 30%

• D Reduction in Product Inventories to 0 level

• S Elimination in Accident, Elimination of Pollution 0

• M Increase in Number of Employee Suggestions 5 to 10 times

TPM
AWR
B-‹#›
Total Productive Maintenance Intangible effects of TPM
1) After introduction of autonomous maintenance activity, operators
take care of machines by themselves without being ordered to.

2) With achievement of Zero Breakdown and Zero Defects,

operators get new confidence in their own abilities

3) Work Places which used to be covered with oil and chips are now
so clean and pleasant as to be almost un-recognisable.

4) Improved image of the company leading to the possibility of

increased orders.
TPM
AWR
B-‹#›
Total Productive Maintenance
BREAKDOWN NEEDS TO BE MEASURED NOT IN 3

DIGITS BUT IN SINGLE DIGIT - ULTIMATELY TO ZERO.

ACCIDENTS NEEDS TO BE MEASURED BY “NO. OF

DANGEROUS WORKING CONDITIONS” “NOT BY NO.

OF ACCIDENTS OCCURRED (NEAR MISS COUNT).

DEFECTS NEEDS TO BE MEASURED BY PPM NOT AS A

PERCENTAGE.

HENCE TPM MUST BE DRIVEN BY TOP PERSON AND

MUST COME AS A WAY OF LIFE IN YOUR COMPANY.

TPM
AWR
B-‹#›
Total Productive Maintenance 12 Steps of TPM Development
Programs ( JiPM)
1. Declaration by top management to introduce
TPM – Declared in TPM in house
seminar,Company magazine.
2. Introductory education & campaign for TPM
3. Establishing TPM promotion organization –
Committees & Sub-Committees.
4. Setting basic principles and target for TPM
5. Creation of Master plan for establishing TPM
6. Kick-Off of TPM
(Preparations for Introduction)
TPM
AWR
B-‹#›
Total Productive Maintenance 12 Steps of TPM Development
Programs – Contd…
7. Establishing systems for improving
production efficiency.
7.1 – Individual Improvement
7.2 – Autonomous maintenance
7.3 – Planned maintenance
7.4 – Operation & maintenance skills
upgrading training
8. Establishing initial control systems for
new products and equipment.
TPM
AWR
B-‹#›
Total Productive Maintenance 12 Steps of TPM Development
Programs – Contd…
9. Establishing Quality maintenance organization.
10. Establishing systems to improve efficiency of
administration and other indirect departments.
11. Establishing Systems to control safety,Health
and environments.
12. Total Application of TPM and raising its level
- Application of PM award
- Challenge for higher target.

TPM
AWR
B-‹#›
TPM – Methodology
Total Productive Maintenance
Phase 1: Learning Phase
6 Months
TPM training to top management

1S /2S
Selection of Model machine activities

Achieve Zero BAD.

Improve productivity by 30 % within 6 months.

Results : Searching Time & material mix-up reduction

Better understanding of TPM.
TPM
AWR
B-‹#›
TPM – Methodology
Total Productive Maintenance
Phase 2: Development Phase
6 Months
Select next model
from different group.
•Analyze all customer complaints &
achieve zero customer complaints.
Achieve zero BAD. •16 Losses reduction
Improve Productivity by •OEE data monitoring for all machines
30 % with in 3 months •Horizontal deployment of kaizen ideas.

Select next model

Machine. •Results Expected : Defect free
supplies.
Achieve zero BAD. •No line stoppage due to quality
Problems.
TPM Improve Productivity by •Reduce cost by 15 %
AWR
B-‹#›
30 % with in 3 months
TPM – Methodology
Total Productive Maintenance
Phase 3: Deployment Phase
12 Months
TPM targets.Master plan

Training of TPM
to operators •Horizontal deployment of kaizen ideas.

KICK-OFF
RESULTS:Reduced manufacturing
cost.No line stoppages.Improved
Select group of machines OEE.Improved work place.

Form JH circles
TPM Start 4 pillar activities (Achieve zero BAD
AWR
B-‹#› Improve OEE to >85 %.Specific project teams for cost reduction.
TPM
AWR
B-‹#›
Total Productive Maintenance

TPM MASTER PLAN

TPM Master Plan - July 2004 to March 2006
Total Productive Maintenance Activities
Introductory Stage
2004
Implementation Stage
2005
Steady Application Stage
2006
Category # Jul-04 Aug-04 Sep-04 Oct -04 Nov-04 Dec- 04 Jan- 05 Feb- 05 Mar -05 Apr -05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct -05 Nov- 05 Dec- 05 Jan- 06 Feb-06 Mar -06 Apr -06

Announcing Top Management Decision to P

1
Introduce TPM A
P
2 Launching of Education campaign for TPM
A
TPM P
3 TPM Promotion organisation
Promotion A
P
4 Establishment of TPM Policy & Objectives
A
Formulation of Master Plan for TPM P
5
Development A
P
6 1S/2S Activities & Red Tag Campaign
A
TPM Model Machine activities ( 1 Machine P
Model 7
in each unit) A
Machine
Formation of TPM Sub-Commitees P
activities 8
(JH,KK,HH,PM) A
P
9 Introduction of TPM Review System
A
P
10 TPM Kick-Off
A
P
11 Formation of JH Circles
Jishu A
Hozen JH for A Category Machines/Lines & P First 3 Steps of JH Horizontal Deployment JH Step 4-7
12
Horizontal Deployment A
Identification of Focus areas for P Horizontal Deployment
13
Kobetsu improvement & Kaizens A
Kaizen Improvement of OEE by 1.5 times in P Horizontal Deployment
14
selected Machines A
P
Planned 15 Establish Planned maintenance System
A
Maintena
Introdction of systems for Spares P
nce 16
Control,TBM , CBM,MP A
TPM-MP-01 ,Rev 0, 26/07/2004 Prepared By: Checked By: Approved By:
Page 1 of 2

TPM
AWR
B-‹#›
Total Productive Maintenance
TPM Master Plan
Introductory Stage Implementation Stage Steady Application Stage
2004 2005 2006
Category # Activities Jul-04 Aug-04 Sep-04 Oct-04 Nov-04 Dec-04 Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Apr-06

P
17 Initialization of QM Pillar
A
QM Pillar
P Standatdisation & Hor Deployment
18 QM Pillar activities
A
P TPM Awareness, 5S & VCS 8 Pillars,Multi skilling,Maintenance skills,Problem solving techniques
19 Education & Training activities
Education A
& Training Maintenece skill Development & P
20
Multiskilling A
Office Improvement of Office & Administration P 5S in Office Loss reduction activities in Administration & supporting functions
21
TPM activities A
Safety Introduction of safety management P Overlap with JH Activities Standardisation(Safety Manual,Safety Inspections)
22
Magt activities A
Initial Establishing Initial control systems for P Establishment Accumulation & utilization of informations
23
Control new products & equipment A

TPM
AWR
B-‹#›
Total Productive Maintenance Plan for TPM Phase 1 -Period June 2004 to December 2004

Month & Week Number

Sl Resp Members/ Jun-04 Jul-04 Aug-04 Sep-04 Oct-04 Nov-04 Dec-04 Resource
Activity
no Who Participants required
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
P
1 Finalise Consultant CEO
A
Consultant + All P
2 TPM Formal Declaration. CEO Sr.Managers +
Others as required A
Identify/Appoint TPM co- Unit P Co-
3
ordinators in each unit Heads A ordinators
Introducton to 8 pillars of SM- P Video
4 All Staff
TPM TQM, A Camera
Refreshment program on 5S -more Mgr- P Digital
5 focus on preventive 5S & VCS
All Staff
Training A Camera
Refreshment program on 5S -more & P
6 focus on preventive 5S & VCS
All Front-line
Consulta A
Red Tag Campaign & Fine Unit P Zonewise
7 Team of Auditors 5S Boards
tuning of 5S zones Heads A
Disposal Actions for Red Tag Unit P
8 MDT As per
Items Heads A
MDT P requirem
Form TPM Model Machine Unit
9 (S r.Managers+Others ent
Team in each unit Heads as required) A
MDT P
Training on JH & Model M/c activity Cleaning
10 ( Selection criteria & JH)
Ref 3 (S r.Managers+Others
as required) A Tools
Selection of Model MDT
Unit P
11 Machine,Attaching Fugai Tags & (S r.Managers+Others Boards for
Auditing.*** Heads as required) A Model M/cs
Counter Measures for forced & Spares as
P
deterioration,difficult to Unit MDT (Sr.Managers+ required by
12 Others as required)
clean,access,inspect areas.Wet Heads A Plant Engg.
to Dry & tag removal process
P = Plan Prepared By Checked By Approved By
*** Criteria for Model machine selection is as per Annexure
TPM A=Actual
TPM-P1-01,Rev 1, 26/7/2004
AWR
B-‹#›
Total Productive Maintenance Plan for TPM Phase 1 -Period June 2004 to December 2004

Month & Week Number

Sl Resp Members/ Jun-04 Jul-04 Aug-04 Sep-04 Oct-04 Nov-04 Dec-04 Resource
Activity
no Who Participants required
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
Training on KK Pillar All middle & P
13 Ref 3
(16 losses & OEE) senior managers A
All middle & P
14 Training on HH Pillar Ref 3
senior managers A
All middle & P
15 Training on PM Pillar Ref 3
senior managers A
Establish Tentative JH Unit P
16 MDT
Standards for model Head A
Marking of Checking Unit P
17 MDT
locations(Stickers/Paint) Head A
Achievement of ZERO BAD Unit P
18 MDT
& OEE >85 % on model M/cs Head A
Finalise TPM promotion Unit 4 pillar chairmans P
19
committee /Org Structure Head & members A
Start presentations on 1S/2S Unit P
20 MDT
& model machine activities Head A Cell
Finalise TPM Policy & P Performance
21 CEO monitoring
Objectives A
Boards
CEO/S P
22 TPM master Plan MDT
M-TQM A
Employees,Suppli P
23 TPM Kick-Off CEO
ers & Guests A
TPM
P
Cards,Flag
A
s,Boards
P
A
TPM P = Plan A=Actual
AWR
B-‹#›
Action Plan for 5S & TPM
SL no Description Target Date Status
Total Productive Maintenance
1 Formation of 5S Zones & Teams Before
20/7/04
2 Marking of FPP Points & Taking Before Before
Photographs/Film 20/7/04
3 Formation of CFT for Red Tag campaign Before
20/7/04
4 Identification of Area for Red Tag Items Before
20/7/04
5 Major Cleaning Before 3/8/04
6 Red Tag Campaign (Completion of Red Before
tagging) 26/7/04
7 Disposal of Red tag Items Before
16/8/04
8 Establishment of Place for Everything & Before
VCS 23/8/04
TPM
AWR 9 Introduction of Daily 5S Audits Before
B-‹#› 23/8/04
Total Productive Maintenance
Action Plan for 5S & TPM

SL Description Date Status

no
10 Establishing 5S Standards & Before
Frequency 23/8/04
11 Identification of Model Machine & TPM
Approvals Coordina
12 JH Steps 1 tors
13 Audit of Step 1 To decide
& inform
14 Tag Removal & Step 2 Activities before
20/7/04
15 First Review 26/7/04
Note: Coordinators to train Operators & Supervisors on 1S & 2S &
TPM
involve them in Red Tag & VCS activities.
AWR
B-‹#›
Total Productive Maintenance

Activation of TPM
Sub-Committees

TPM
AWR
B-‹#›
ROLES OF TPM SUB-COMMITTEES
Total Productive Maintenance Sub-committee Roles Meeting Agenda
Documents &
Records
1. Preparation of Master Plan for JH 1. Review of previous Minutes JH Manual
2. Train all the Operators on JH with the help of HR 2. Review of Status of JH Step 1,2 & 3 Minutes of Meeting
JISHU HOZEN 3. To Improve Operators involvement by forming 3. Review of Red & White Tag Status Meeting Attendance
( Autonomous JH Circles in each Cell/Line 4. Review of Training requirements
Maintenance) 4.Implementation & Monitoring of steps of Jishu- 5. Review of Resources
Hozen

1. Preparation of Master Plan for KK 1. Review of previous Minutes KK Manual

2. Identify 16 Major Losses 2. Review of Status of KK projects Minutes of Meeting
KOBETSU KAIZEN
3. Select Kaizen Themes 3. Review of OEE Meeting Attendance
( Focused Improvement) 4. Form Teams for improvement/Train members 4. Review of Training requirements
5 OEE/OLE Improvement 5. Review of Resources
1. Preparation of Master Plan for PM 1. Review of previous Minutes PM Manual
2 Preparation of PP V/s Breakdown Matrix 2. Review of Status of Red Tags Minutes of Meeting
3. Assist JH Team in removal of Red Tags 3. Review of Breakdowns Meeting Attendance
4. Breakdown Analysis & Kaizens for Zero B/D 4. Review of Preventive & Predictive maintenance activities
PLANNED MAINTENANCE 5.Intensification of Predictive Maintenance 5. Review of Training requirements of Maintenance personnel
6. Maintenance Cost Reduction 6. Review of Resources
7.Establishment of Training Lab

1. Preparation of Master Plan for QM 1. Review of previous Minutes QM Manual

2.Study of Physical phenomenon for failures 2. Review of Internal Rejections Minutes of Meeting
and Kaizen implementation 3. Review of Customer Complaints Meeting Attendance
QUALITY MAINTENANCE 3. Standardization of improvements & information 4. Review of Kaizen activities
( Hinshitsu Hozen) System 5. Review of Training requirements
6. Review of Resources

1. 5S implementation in Purchase,Administration 1. Review of previous Minutes OFFICE TPM Manual

Marketing,Finance & Stores. 2.Review of Status of 5S in each dept Minutes of Meeting
2. Identify themes for Kaizens in Office 3.Review of Kaizens from each department Meeting Attendance
OFFICE TPM 3. Loss reduction in Purchase,Administration 4. Review of Inventory status
Marketing,Finance & Stores. 5. Review of Training requirements
TPM 4. Establishment of Visual Controls 6. Review of Resources
AWR 5. Inventory Reduction
B-‹#›
Total Productive Maintenance ROLES OF TPM SUB-COMMITTEES
Documents &
Sub-committee Roles Meeting Agenda
Records
1. Identification of Training needs of each pillar 1. Review of previous Minutes Training Calendar
2. Preparation of Training Calendar 2. Review of Planned V/s Actual Training ProgramsMinutes of Meeting
3. Identify Internal & External Faculties 3. Review of Training Attendance Meeting Attendance
4. Organize Training Programs 4. Review of further Training requirements Skill Matrix
Education and Training 5. Measure Training effectiveness 5.Review of Suggestions Training Attendance %
6.Support 5S activities across the organization 6. Review of Resources Suggestion trend
7. Promotion of Suggestion System 7.Review of Accidents & Corrective/Preventive Safety records
8. Preparation & Updation of Skill Matrix Actions

Initial Control
( Development
Management)

To be finalized
Safety,Health and
Environment

Note : 1) All Leaders & Members must be familiar with 5S,VCS & TPM
2) Team Leaders & Members must be specialized in their respective Pillars & Tools & techniques related to that pillar.
3) Qualification is done through different tests like Written test,Quiz,one-to- one interaction etc..
4) All Leaders & Members must read
a) Introduction to TPM by Sciichi Nakajima b) TPM for Operators by Sirose c) Putting 5S into work by Hirano
5) Meeting time will be 1 hour maximum & copy of minutes must reach TPM secretariat within 2 days after meeting.
6) Collect the respective Pillar Manual from TPM Secretariat.
7) Please note that absenteeism/Late coming to meeting , training programs,Reviews not entertained.
8) All activities effective from 1/1/2005.
TPM 9) Unit Heads are responsible for active functioning of all the pillars
AWR
B-‹#›
Total Productive Maintenance 5S
BACKGROUND
SINCE THE EARLY 80’S JAPANESE
INDUSTRIES WIDELY PRACTISED 5S AS A
POWERFULTECHNIQUE TO IMPROVE
PRODUCTIVITY AND QUALITY. TODAY 5S
IS USED IN MANY COUNTRIES
INCLUDING INDIA.
TPM
AWR
B-‹#›
Total Productive Maintenance WHAT IS 5S?
A SYSTEMATIC AND RATIONAL

APPROACH TO WORKPLACE

ORGANIZATION AND

METHODICAL HOUSEKEEPING

WITH A SENSE OF PURPOSE

TPM
AWR
B-‹#›
Total Productive Maintenance House Keeping
Housekeeping is a process wherein everyone in
the company is committed and involved in
UPKEEPING of the work place and cleanliness
of machine, material, etc.etc., Such that only
needed material is kept and it’s fastest
accessibility is ensured.
ensured.

TPM
AWR
B-‹#›
Total Productive Maintenance 5S…..
IS A PARTICIPATION PROGRAMME. IT
IS A VERY EFFECTIVE APPROACH TO
IMPROVING OUR WORK
ENVIRONMENT AND TOTAL
QUALITY. IT BECOMES A BASE FOR
CONTINUOUS IMPROVEMENT IN THE
ORGANIZATION.
TPM
AWR
B-‹#›
ELEMENTS OF 5S
Total Productive Maintenance
SEIRI
Sorting Out

SEITON
SHITSUKE SEIKETSU
Systematic
Self--Discipline
Self Standardisation
Arrangement

SEISO
Spic and Span

SHIKKARI - YAROU
TPM Let us Try Hard
AWR
B-‹#›
Total Productive Maintenance 5s’ In Relation To Other
Productivity Approaches
ISO
JIT

IE
5S TQC
TQM

SGA
QCC
TPM TPM
AWR
B-‹#›
Total Productive Maintenance Word Of Caution
If we do not take seriously this simple tool of 5s practices, then we are
sure to face the

5D
5 devils

Delays
Defects
Dissatisfied customer
Declining profits
Demoralized employees

TPM The choice is 5S or 5D

AWR
B-‹#›
Total Productive Maintenance Advantages Of Housekeeping
• We feel good when the place where we work
everyday is clean
• We can avoid the hassle of searching for thing
• We can eliminate time wasted in handling
• We can get along fine without buying unnecessary
supplies
• We can reduce our defect rate by detecting problems
earlier
• Our preventive maintenance will be better because
equipment inspection will be easier

TPM
AWR
B-‹#›
Advantages Of Housekeeping
Total Productive Maintenance
• We can reduce the machinery down time and also
increase the operation rate
• We can create more usable space
• Passage ways can be kept clear and maintained better
• Even small spaces can be used better
• We can do just as well without new equipment we
thought we had to have
• We’ll be able to spot abnormalities just by looking

TPM
AWR
B-‹#›
Advantages Of Housekeeping
Total Productive Maintenance
• Good housekeeping will help eliminate accidents and
injuries
• We want to show an attitude of pride and caring about
the place where we work
• We want to improve personal relations and promote a
harmonious feeling among people who work together
• If 5s goes well, any one will be able to understand the
situation at a glance

TPM
AWR
B-‹#›
5S RED TAG
Classification
1. Raw Material 7. Jig/Fixture/Tool

Total Productive Maintenance 2.Work-In-process

3.Finished product
4.Machine/Equipment
8.Component part
9.Documents/Books/Files
10. Tables/Chairs etc..
5.Racks/Bins/Pallets 11 Others (Specify)
6.Sample/Development items

Red Tag Campaign

Name of the Item

Identification/Part No

Quantity (No of Items) Value per Item Total Value Rs

Reason
1. Unnecessary 5. Leftover material
2.Defective 6.Unknown
3.Non-Urjent 7.Others
4.Obsolete
Department/Division/Section
Disposal By

(By the Person Responsible) Details

1. Eliminate
2.Return
Actions 3.Rectify
4.Shift to proper Location
3.Store Separately
4.Other
Date & Signature
Tag Attached on Action Taken On

Signature Signature

TPM A uditing P erso n A utho rised P erso n fro m the Department

Tag No:
AWR F-TQM-01 Rev 0, 7 July 04

B-‹#› ASHOK IRON GROUP

Total Productive Maintenance
TPM and Safety
• Safety is the cornerstone of
production activities
• Accidents usually occur when unsafe
behavior is combined with
unsafe conditions
• For every major accident there are
29 minor accidents and 300 near misses
• Safety should always be the #1 priority
TPM
AWR
B-‹#›
Total Productive Maintenance
Review of TPM’s benefits
• For the company
– Higher Overall Equipment Effectiveness
– Less “firefighting” to repair machines
– Lower operating costs
– Better able to meet commitments to customers
– Improved ability to compete in the world
marketplace

TPM
AWR
B-‹#›
Total Productive Maintenance
Review of TPM’s benefits
• For employees
– Less pressure on maintenance for urgent repairs
– Less pressure on production to recover from
breakdown losses
– Better cooperation between maintenance,
production, and other departments
– Reduced chance of accidents
– Higher job satisfaction
TPM
AWR
– Improved job security
B-‹#›
Pillar : Jishu Hozen - Autonomous maintenance
Total Productive Maintenance

Autonomous maintenance
Aim : Foster the operators that have
proficient skill in eqpt.
Mechanism
Jishu hozen of his own equipment

Method: Execution of 7 Steps of Jishu Hozen

Who : Cell leaders & Operators

TPM
AWR
B-‹#›
Total Productive Maintenance JISHU HOZEN
“Jishu Hozen” is the activities which
each operator performs -daily inspection
,
lubrication, parts replacement, repair,
trouble--shooting, accuracy checks and
trouble
so forth on his own equipment, aiming at
achieving the goal of keeping “one’s own
TPMequipment in good condition by one self ”
AWR
B-‹#›
Total Productive Maintenance Why JH ?

• Typically 60% of breakdowns are caused by loose bolts

and poor lubrication

• Dirty conditions are a major cause of failure and

accelerate wear and deterioration of machinery

• Product quality, throughput, safety and morale are all

inextricably linked to the machine condition

TPM
AWR
B-‹#›
JISHU HOZEN
Total Productive Maintenance
“Jishu Hozen” is the activities which each operator performs on
His own equipment
Lubrication Daily Inspection
Repair Trouble--shooting
Trouble

Parts replacement
TPM
Accuracy checks Daily Cleaning
AWR
B-‹#› “One’s own equipment in good condition by one self ”
Total Productive Maintenance Jishu - Hozen
• Autonomous maintenance is

being done as small group

activities involving all the

front line operators

TPM
AWR
B-‹#›
Total Productive Maintenance

Getting
the job
done

Working
Well
together
Learning

TPM
AWR
B-‹#›
Jishu - Hozen
Total Productive Maintenance Steps for developing
1. Initial Cleaning
2. Countermeasures for Sources of
problems and Difficult places
3. Establishing tentative standards for
“Jishu-Hozen”
4. Overall Inspection
5. Autonomous Inspection
6. Standardization
TPM
7. Autonomous Management
AWR
B-‹#›
Total Productive Maintenance Jishu - Hozen
Steps for developing

1. Initial • All- around clean-up of

Cleaning dust and dirt on
(inspection) equipment.
• Oiling and re-tightening
of bolts and nuts
• Finding and restoration
of “Fuguai”
(abnormalities)

TPM
AWR
B-‹#›
Total Productive Maintenance
We’ll clean every
Nook and corner !

Autonomous
Maintenance

Cleaning is inspecting
TPM
AWR
B-‹#›
Total Productive Maintenance Cleaning in our factory
Our company have some form of cleaning practise as part
of the overall production operation. This could simply be a
person who is
employed every morning to sweep around and tidy up It
may also involve the workers sweeping, wiping, and
general tidying during and after each production shift and
on Saturday .

Under the philosophy of TPM, cleaning, tidiness and

orderly practice of work are the foundations, from which
better machine operation can be built upon. TPM does not
assume that a company has no cleaning procedures, nor
does it expect a company and its individual workers to
TPM
AWR
drop all their previous work practices and cleaning
B-‹#› procedures and start again from scratch.
Total Productive Maintenance Why Clean?
Simply…if you do not clean a machine it

will become dirty and its operation will be

adversely affected. Often it is not really a

question of ‘why clean?’ but more ‘Why

clean so well?’, or ‘Why clean so often?’.

TPM
AWR
B-‹#› .
Total Productive Maintenance The harmful effects of inadequate cleaning result in
The deterioration of the Condition of Equipment
Dirty conditions promote / accelerated equipment
breakdowns
· The equipment is generally very dirty
· Cutting debris is scattered in and around the equipment
· The equipment leaks hydraulic fluid and lubricants
· Cutting oil is scattered around
· Oil parts are over flowing
· People don’t mind seeing dirt and grime piling up
everywhere
(they think it is normal)
TPM
AWR · Crime from gutters and equipment is caked into equipment
B-‹#›
Total Productive Maintenance So Cleaning is ……….
Cleaning consists of removing old dust, dirt, grime, oil,
grease and other contaminants that adhere to equipment and
accessories , in order to expose defects.
Therefore the more thorough the cleaning and the more
frequent it is carried out the better the chance of spotting
minor defects on the machine and eliminating them before
they develop into serious defects

TPM
AWR
B-‹#›
Total Productive Maintenance
DIS COVER ----
-
DISCOVER

TPM
AWR
B-‹#›
Total Productive Maintenance Key points of cleaning for (inspection)
•Cleaning as a form of inspection

•Clean Regularly

•Clean Deeply … all old layers of grime and scale

•Open Previously ingrained guards and covers and

expose and remove every spec of dirt

•Clean attachments and accessories e.g. conveyors

lubrication ?

•Clean again and again … note parts which get dirty

quickly …? How difficult to clean? … only improvements
to prevent dirt
TPM
AWR
B-‹#›
Total Productive Maintenance WHAT TO CHECK
• Loose bolts & nuts.
?
• Loose wires.
• Missing parts.
• Rusted parts.
• Broken parts.
• Cracked parts.
• Air leaks
• Oil leaks
• Coolant leaks.
• Dirt, dust and cobwebs.
• Oil on the floor.
• Scrap around the machine.
• Burr and swarf around the
machine.
• Abnormal heat.
TPM • Abnormal sound.
AWR
B-‹#› • Abnormal vibration.
Total Productive Maintenance Cleaning as a form of inspection
•Ability to recognise and spot deficiencies, minor flaws,
defects and abnormalities.
•Check for invisible and visible defects
•E.g. looseness, bad sounds, subtle vibrations, slight
overheating.
•E.g. worn pulleys, belts, dirty drive chains, blocked suction
filters.
•Take note of how easy to clean, improvements, which could
make life easier, fixing leaks etc.
•Use meters … check they work properly
•Note: Internal corrosion of pipes, etc.
TPM
AWR •Blockages inside ducts, chutes etc
B-‹#›
Total Productive Maintenance
Types of tags
Blue Tags
For activities that are to be
done by the team

Red Tags
For activities that are to be
done with the help of external
agencies
TPM
AWR
B-‹#›
Types & Content of tags
Total Productive Maintenance

White Tags Red Tags

For activities that are to be done by the Activities to be done by PMD
Operator eg
Eg Rerouting of cables
Tightening of loose bolts Arresting oil leakages
Replacement of missing parts Replacement of worn out machine
Filling up of lubrication parts
TPM Fixing of covers
AWR
B-‹#›
Total Productive Maintenance Classification of Tags
60

50

40
40 36

30
23
21
20

7 7 11 11
10
5 5
0
B/D Rejection Safety Problem Cost increase Hard to
Clean,Lubricate & Inspect

TPM Tags identified Tags completed

AWR
B-‹#›
Total Productive Maintenance
1.Spot abnormalities Feels like
A fever !

TPM
AWR
B-‹#›
Total Productive Maintenance
Jishu - Hozen
Steps for developing
• Eliminate causes for dirt
2. and dust.
Countermeasure
s for sources of • Improve places which are
problems and difficult to clean,
difficult places lubricate, and re-
tightening of bolts and
nuts.
TPM • Reduce time for clean-up
AWR
B-‹#› and oiling.
Total Productive Maintenance
OIL IN THE FLOOR !!!!!!

TPM
AWR
B-‹#›
Total Productive Maintenance
FIND THE ROOT CAUSE OF OIL LEAKAGE
AND ELIMINATE .

OIL PIPE LINE

TPM
AWR
B-‹#›
TPM
AWR
B-‹#›
Total Productive Maintenance

WET TO DRY
TPM
AWR
B-‹#›
Total Productive Maintenance
Localized guards
Total Productive Maintenance Install covers and inspection
Windows to make checking easier
Now it’s easy
To check for wear,
Dirt and strain !

TPM
AWR
B-‹#›
Changing part dimensions or
Total Productive Maintenance
Material won’t improve things if
Hidden defects are the cause.
First restore equipment to
Its original condition; THEN
Think about improvements

TPM
AWR
B-‹#›
Total Productive Maintenance 2. Repair and restore

Good
As new!

TPM
AWR
B-‹#›
Jishu - Hozen
Total Productive Maintenance
Steps for developing
3. Establishing • Make temporary
Tentative procedures or manual
Standards of Autonomous
for “Jishu- Maintenance for
Hozen” cleanup, lubrication, re-
tightening, checkups.
• (Specify the time
allocation for various
maintenance daily or
TPM
regularly held.)
AWR
B-‹#›
TPM
AWR
B-‹#›
Total Productive Maintenance
JH Step 3
TPM
AWR
B-‹#›
Total Productive Maintenance
Total Productive Maintenance 3. Set criteria

Inspection
standards

TPM
AWR
B-‹#›
Jishu - Hozen
Total Productive Maintenance
Steps for developing

4. Overall• Training in check-

Inspectionup skills through
checkup manuals.
• Find and restore
slight defects
through general
TPM
AWR
inspection.
B-‹#›
Total Productive Maintenance 4. Keep equipment running

Standards

TPM
AWR
B-‹#›
Total Productive Maintenance
Jishu - Hozen
Steps for developing

5. Autonomous • Formulation and

Inspection implementation of clean-
up and oiling lubricate
criteria and autonomous
inspection check sheet
which can be performed
efficiently and positively.
TPM
AWR
B-‹#›
Jishu - Hozen
Total Productive Maintenance
Steps for developing
• Standardize various types of
6. field management items.
Standardizatio Establish the system to
n thoroughly maintain and
control them.
– Establish logistics standard
– Standardization of data
records
– Standardization of die, tool
and jig management
TPM
AWR – Process quality assurance
B-‹#›
standard, etc.
Total Productive Maintenance
Jishu - Hozen
Steps for developing
7. Autonomous • Continue to develop
Management corporate policy and
commitment target
and conduct “Kaizen”
activities regularly,
and record the data
analyzed through
MTBF to improve the
TPM
AWR
equipment.
B-‹#›
Total Productive Maintenance Failure to
add oil
Water or oil
On sensor

Grit & dirt Dirt & dust

In revolving on cooling fan
Or sliding parts

TPM
AWR
B-‹#›
Total Productive Maintenance I take care
Autonomous maintenance of
My own
machine!
Inspect and lubricate daily

•Replace parts and make repairs

•Detect abnormalities early

•Check precision

TPM
AWR
B-‹#›
Total Productive Maintenance

5S & Total Employee Involvement

TPM
AWR
B-‹#›
Total Productive Maintenance
Kobetsu Kaizen Pillar

• Also Known as” Focused Improvement “ OR

“Individual Improvement”.
• The Goal of KK Pillar is to eliminate OR
minimize 16 Major Losses.
• 11 losses are attacked directly in KK Pillar
& remaining through other pillars.
• Systematic methodology & tools used to
TPM
identify & minimize losses.
AWR
B-‹#›
Total Productive Maintenance
Definition of loss
Loss is defined as wastage of material, money ,time & energy. Some
of the reasons for the wastage can be summarized as below

1. Whenever an operation exceeds it’s standard timings

2. Whenever operation is intercepted
3. Whenever a non-value adding operation is performed
4. Whenever a machine is idle when it should have given the rated
output
5. When a machine and or man do not give the rated output
6. Consuming additional time, money, energy than the specified
norms

TPM
AWR
B-‹#›
Total Productive Maintenance
Definition of losses
Loss Loss Description Loss Definition
No

1 Failure Loss Losses due to failures.Types of failures

include sporadic function-stopping
failures and function-reduction failures
in which the function of the equipment
drops below normal levels

2 Setup & adjustment losses Stoppage losses that accompany setup

changeovers

3 Cutting Blade & Jig Change When losses caused by changing the
losses cutting blade due to breakage or
caused by changing the cutting blade
when the service life of the grinding
stone, cutter or bit has been reached.
TPM
AWR
B-‹#›
Total Productive Maintenance
Definition of losses
Loss Loss Description Loss Definition
No
4 Start-up losses When starting production, the losses that arise
until equipment start-up,running –in and
production processing conditions stabilize.

5. Minor stoppage & Idling losses Losses that occur when the equipment
temporarily stops or idles due to sensor
actuation or jamming of the work. The
equipment will operate normally through
simple measures (Removal of the work &
Resetting)
6 Speed Losses Losses due to actual operating speed falling
below the designated speed of the equipment.

7 Defect & Rework Losses Losses due to defect & Rework.

TPM
AWR
B-‹#›
Total Productive Maintenance
Definition of losses
Loss Loss Description Loss Definition
No
8 Shutdown Losses Losses that arise from planned
equipment stoppages at the production
planning level in order to perform
periodic inspection and statutory
inspection
9 Management Losses Waiting losses that are caused by
management,such as waiting for
materials,waiting for a dolly,waiting
for tools,waiting for
instructions,waiting for repair or
breakdowns etc.

TPM
AWR
B-‹#›
Total Productive Maintenance
Definition of losses
Loss Loss Description Loss Definition
No
10 Motion Losses Man-hour losses arising from
differences in skills involved in setup
and adjustment work,cutting blade
change work,etc
11 Line Organization loss Idle time losses when waiting for
multiple processes or multiple
platforms.

12 Distribution Losses Distribution man-hour losses due to

transport of materials,products
(processed products) and dollies

13 Measurement and Work losses from frequent

adjustment losses measurement and adjustment in order
to prevent the occurrence and outflow
of quality Defects.
TPM
AWR
B-‹#›
Total Productive Maintenance
Definition of losses
Loss Loss Description Loss Definition
No
14 Energy Losses Losses due to ineffective utilization of
input energy ( Electric,gas,fuel,oil
etc)in processing.

15 Die,Jig and Tool Losses Financial Losses which occurred with

production or repairs of dies,jigs and
tools due to aging beyond service life or
breakage.
16 Yield Losses Material losses due to differences in the
weight of input materials and the
weight of the quality products.

TPM
AWR
B-‹#›
Total Productive Maintenance
Overall Equipment Efficiency

OEE = Availability X Performance efficiency X Rate of Quality Products

TPM
AWR
B-‹#›
Total Productive Maintenance
Other Terms used
OEE - Overall equipment efficiency

OLE - Overall Line/cell efficiency

OPE – Overall Plant Efficiency

TPM
AWR
B-‹#›
Total Productive Maintenance

World Class OEE : 90 % Availability

95 % Performance
99 .9 % Quality
85 .0 % OEE

TPM
AWR
B-‹#›
Total Productive Maintenance Theoretical Cycle Time OR Ideal Cycle Time:
Theoretical minimum time to produce one piece.
Theoretical Cycle Time OR Ideal Cycle Time is
any one of the following :
•Design Speed
•Maximum speeds of similar types of equipment.
•Maximum speed within the line.
•Speed-up experimental values in the model Machine
•Maximum speed of the theoretical speeds
•Maximum speed recognised in the past
TPM
AWR
B-‹#›
Total Productive Maintenance
Loading time - Downtime
Availability = x 100
Loading Time

Loading Time = Available time – Planned Downtime

(Examples of Planned down time: Morning Meetings)

Down Time = Breakdown time + Set up & adjustment time + -------

TPM
AWR
B-‹#›
Total Productive Maintenance Performance = Operating speed rate X net operating Rate
efficiency

Operating Speed Rate = Theoretical Cycle Time

Actual Cycle Time

Net Operating Rate = Actual Processing Time

Operation Time

= Processed amount X actual cycle time

Operation time

Performance Processed amount X Theoretical cycle

= x 100
efficiency time(@ 100% efficiency)
(Loading time – Downtime)
TPM
AWR
B-‹#›
Total Productive Maintenance
Rate of quality Processed amount - defect amount
= x 100
products Processed amount

Note : Defect amount = Reworked amount + Scrap amount

TPM
AWR
B-‹#›
Total Productive Maintenance FOR OEE
Loading time - Downtime
Availability = x 100
Loading Time

Performance Processed amount X Theoretical cycle

= x 100
efficiency time(@ 100% efficiency)
(Loading time – Downtime)

Rate of quality Processed amount - defect amount

= x 100
products Processed amount

TPM
AWR
B-‹#›
Total Productive Maintenance
Overall Equipment Efficiency =

AxPxQ

Processed amount - defect amount

Loading Time/ Theoretical cycle time(@ 100% eff)

TPM
AWR
B-‹#›
Total Productive Maintenance For Calculating the OEE for the line,
the line is considered as one entity (machine)

IN

4
5

8
OUT
Qty produced
From the line

Bottleneck machine is considered

Total Defects from the line to be considered for calculating Rate of Quality
TPM
AWR
B-‹#›
Relationship between Seven Major Losses on Equipment and Overall Equipment

Total Productive Maintenance Equipment

Efficiency .
Seven Major Losses Calculation of overall equipment effectiveness
Availability
8. Material Shortage Loading time - Downtime
Loading time
= x 100
1. Equipment Failure Loading Time
(e.g.) : Availability
4. Start-up losses
460 mins. - 60 mins.
Down time
Setup and = x 100 = 87%
losses
Operating time
2 460 mins.
adjustment
Cutting blade & Jig Performance efficiency
change losses
Speed losses

Net operating 3 Theoretical cycle time x processed amount

time = x100
Idling and Operating Time
5
minor stoppage (e.g.) : Performance efficiency
Reduced 0.5 mins./unit x 400 units
= x 100 = 50%
6
speed 400 mins.
Detect losses

Valuable
operating Rate of quality products
time Processed amount - defect amount
Defects in = x 100 =
7 Processed amount
process (e.g.) : Rate of quality products
400 units - 8 units x 100 = 98
=
400 units %
TPM Overall equipment effectiveness = Availability x Performance efficiency x Rate of quality products
AWR
(e.g.) 0.87 x 0.57 x 0.98 x 100 = 42.6%
B-‹#›
Trend of OEE
Total Productive Maintenance
OEE
80% TPM

P e rc e n ta g e
Started 65.6%
64.1%
60% 55.6% 55.6%
48.5% 48.5%
40% 31.6% 32.9% 32.0%
40.1% 41.3% 41.3%
24.9% 25.4% 25.4%
20%
0%
Wk 1 Wk 2 Wk 3 Wk 4 Wk 5 Wk 6 Wk 7 Wk 8 Wk 9 Wk Wk Wk Wk Wk Wk
10 11 12 13 14 15

Week Number

Availability Performance Quality

%

75 %
%

95 %
95 %
95 %
95 %
95 %
%
90 %
90 %
92 %
.0

0
.0

.0
.0
.0
.0
.0
.0
.0
.0
.0
85 %
90%

100%

5.
80% 96%

95
82 %
82 %
85 %
.0
.0

%7
82 %

65 %
.0
.0
.0
78 %
80 %
.0

.0
.0
90%
0
.0

60 %
6%5
8.

70% 94%

.0
.0
56 %
60%
%7

56 %
65 %
65 %

.0
.0
80%

0
5.
.0
.0
.0

90 %
%
46 %
60% 92%
65

%5

.0
.0
46 %
46 %
48 %
.0
70%

46 %

0%
90
.0
.0
.0

.0
.0
P ercen tag e

9.
P ercen tag e

P ercen tag e

88 %
87 %
45
50% 90%

%8
60%

.0
.0
88

.0
50% 40% 88%

85 %
85 %
%
.0
.0
.0
40%

85
30% 86%
30%
20% 20% 84%
10% 10% 82%
0% 0% 80%
Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk Wk
1

11

13

15
k

k
W

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
W

Week Number Week Number Week Number

TPM
AWR
B-‹#›
Total Productive Maintenance

Kaizens - Losses

Use Standard Format issued by

TPM Secretariat

TPM
AWR
B-‹#›
Total Productive Maintenance TPM Award Winners
• 2001Award for Excellence in Consistent TPM Commitment-
First Category
- Vikram Cements Ltd. (Grasim Industries) Award for TPM Excellence-
First category
- Aditya Cements Ltd. (Grasim Industries)
- Orient Cement Ltd. (CK Birla Group)
- Hindustan Lever Ltd. (Chindwara Plant)
• 2000Award for TPM Excellence-First category
- Birla Tyres Ltd. (B K Birla Group)
- Hindustan Lever Ltd. (Sumerpur Plant)
- Indo Gulf Fertilisers Ltd. (A V Birla Group)
• 1999 Award for TPM Excellence-First category
- Tanfac Industries Ltd. (A V Birla Group)
• 1998 Award for TPM Excellence-First category
- Sundram Fasteners Ltd. (TVS Group)
• 1995 Award for TPM Excellence-First category
- Vikram Cements Ltd. (Grasim Industries, A V Birla Group)

TPM
AWR Source: www.tpmclubindia.org
B-‹#›
Total Productive Maintenance
Award winners-2004
• - Brakes India Limited, Polambakkam
- Dattatreya Textiles Private Limited
- Indian Rayon & Industries Ltd., Hi-Tech Carbon
- Indian Rayon & Industries Ltd., Hi-Tech Carbon,
Renukoot
- Jindal Stainless Ltd., Hisar
- Shriram Pistons & Rings Ltd.
- Sundram Industries Limited, Rubber Factory
- The Tata Iron & Steel Company Limited, Hot Strip Mill
- The Tata Iron & Steel Company Limited, Precision Tube
Mill, Tubes Division
- The Tata Iron & Steel Company Limited, Wire Rod Mill
- The Tata Iron & Steel Company Limited., Bearings
Division
- TVS Motor Company, Plant3-Engine Components
TPM Division
AWR Source: www.tpmclubindia.org
B-‹#›
Total Productive Maintenance TPM Award Winners 2006
• Hindustan Lever Ltd. – Goa
Hindustan Lever Ltd. – Kidderpore
Sundaram Industries Ltd. – Rubber Factory
Hindustan Lever Ltd. - Mangalore
Bajaj Auto Ltd. - Chakan Plant
Bajaj Auto Ltd. - Waluj Plant
Balasore Alloys Ltd.
Bharat Seats Ltd.
Emami Paper Mills Ltd. – Balasore
Godrej Consumer Products Pvt. Ltd. – Malanpur
Hindustan Lever Ltd. – Hosur
Ispat Industries Ltd. – Raigad
Ispat Industries Ltd. – Kalmeshwar
J.K. Paper Ltd. – Central Pulp Mills
TPM J.K. Paper Ltd. – Papaer Mills
AWR
B-‹#› Source: www.tpmclubindia.org
TPM
AWR
B-‹#›
Total Productive Maintenance

Q&A