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TPM - Supreme
1) The document discusses Total Productive Maintenance (TPM) practices implemented at Supreme Industries Ltd., a leading plastics manufacturer in India. 2) It outlines the 8 pillars of TPM practiced at Supreme which are focused on improving equipment effectiveness, quality, and reducing costs and losses. 3) Problems identified through TPM included equipment breakdowns and minor defects. Solutions involved preventative maintenance programs and skill development training for operators.
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TPM - Supreme
- 13. MY SINCERE THANKS TO… Dr. T Nambirajan, BE, MBA, PhD Head of the Department Department of Management Studies School of Management Pondicherry University Mr. Sushil Padhy Assistant General manager Industrial Products Division Supreme Industries Ltd., Unit – 11, Pondicherry
- 14. E.P. JOHN Reg. No.11397044, DMS, SOM
- 15. Phase 1 - Introduction Plastics Supreme Industries Ltd. TPM Phase 2 - Supreme TPM Pillars of TPM Phase 3 - Supreme TPM Pillars Phase 4 - Problems Indentified with Probable solution Phase 5 - TPM Effectiveness Glimpses of TPM practice Conclusion
- 17. PLASTICS… Crude Oil (Naphtha) Olefins Aromatics Benzene Ethylene Propylene Butadiene Toluene Xylene
- 18. Easy availability. Low cost in case of mass production. Low cost as compared to cost of metal. Long product life. Resistance to corrosion. Water proofing capability.
- 19. Temperature: barrel zones, tool, die zone Pressures: injection max, hold Times: injection, hold, tool opening Shot size: screw travel Processing window Temp. Thermal degradation Flash Short- shot Melt Pressure
- 20. Pour Short Flashing Sink Marks and Voids Weld Lines Shrinkage
- 21. Toxicity Due totheir insolubility in water and inertness pure plastic generally have low toxicity in their finished state. Plastics pass through the digestive system with no ill effects. Non-degradability Plastics are very durable and degrade very slowly, the molecular bonds that make plastic so durable make it very much resistant to natural process of degradation.
- 24. Founded in 1942, Supreme is an acknowledged leader of India's plastics industry. Handling volumes of over 190,000 MT annually. 19 advanced plants are powered by technology from world leaders. Complement extensive facilities for R & D and new product development. Exports remain a focal area of operations.
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- 28. MAATERIAL HANDLING PRODUCTSDIVISION
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- 33. SUPREME EXPANDS ANDGROWS…
- 35. TPM is an innovative Japanese concept. The origin of TPM - when preventive maintenance was introduced in 1951. The concept was taken from USA. Nippon Denso was the first company to introduce plant wide preventive maintenance in 1960.
- 36. TPM means to achieve high level of productivity, through total participation of all people inside the organisation and then developing self managing abilities in people and practices. Productivity, in JIPM-TPM means increasing production and reducing cost simultaneously.
- 37. Avoiding wastagein a quickly changing economic environment. Producing goods without reducing product quality. Reduce cost. Produce a low batch quantity at the earliest possible time. Goods send to the customers must be non defective.
- 38. P (Product) ObtainMinimum 80% OPE. Obtain Minimum 90% OEE Run the machines even during lunch. Q (Quality) Operate in a manner, that there are no customer complaints. C (Cost) Reduce the manufacturing cost by 30%.
- 39. D (Delivery) Achieve100% success in delivering the goods S (Safety) Maintain a accident free environment. M (Morale) Increase the suggestions by 3 times. Develop Multi-skilled and flexible workers.
- 40. STEP A - PREPARATORY STAGE STEP 1 - Announcement by Management to all about TPM introduction in the organization STEP 2 - Initial education and propaganda for TPM STEP 3 - Setting up TPM and departmental committees STEP 4 - Establishing the TPM working system and target STEP 5 - A master plan for institutionalizing
- 41. A SaferWorkplace Associate Empowerment An Easier Workload Increased Production Fewer Defects Fewer Breakdowns Fewer Short Stoppages (Chokotei) Decreased Costs Decreased Waste (Muda)
- 42. STEP B INTRODUCTION STAGE STAGE C IMPLEMENTATION STAGE D INSTITUTIONALISING STAGE
- 44. Focused improvement includesall activities that maximise the overall effectiveness of equipment, processes and plants through uncompromising elimination of losses and improvement of performance. Select a topic Form a project team Register the topic Implement the improvement
- 45. Is geared towardsdeveloping operators to be able to take care of small maintenance tasks. Step – 0 – Know your equipment Step – 1 – Initial cleaning Step – 2 – Corrections of abnormality Step – 3 – Establish cleaning, inspection standards Step – 4 – Perform general inspection Step – 5 – Perform process general inspection
- 46. It is aimedto have trouble free machines and equipments producing defect free products for total customer satisfaction. Preventive Maintenance Breakdown Maintenance Corrective Maintenance Maintenance Prevention
- 47. Prepare QA matrix Prepareproduction input condition analysis table Prepare problem chart Evaluate seriousness of problems Use P-M analysis to track down causes of problems Assess impact of proposed countermeasures Implement improvements Review production – input conditions Consolidate and confirm check points Prepare a quality component control table and assure quality through strict condition control
- 48. Evaluate thecurrent training program and set policy and priority strategies Design a program for improving operating and maintenance skills Implement operating and maintenance skill training Design and develop a skill-development system Foster an environment that encourages self- development Evaluate the activities and plan for the future
- 49. BUSINESS GROWTH… EFFECTIVE TRAINING + VE GROWT H ORGANISATION WINS THE COMPETITION NORMAL TRAINING BUSINESS COMPETITION WINS THE ORGANISATION - VE GROWT H NO TRAINING
- 50. Clarify thesystem’s mission Formulate several alternative proposals capable of fulfilling the mission Identify criteria for evaluating the system and techniques for quantifying these Evaluate the proposals Document the analytical results and processes
- 51. Development Management andStart-up Period Overall equipment efficiency Start-up period Overall equipment efficiency (%) Overall equipment efficiency (%) — — — Start-up period — — — — — — Full-scale — — Target line Overall Full-scale — operation Target line — equipment operation — efficiency immediately — immediately — No. of minor defects No. of minor defects after start-up — conventional after start-up — conventional — picture — picture — — — 0 0 — — — — — I I In De Ins In M M Ma ns ns D D De itia st ta ta — — co tal al nu nu nu si si sig om om all all lll-p la ph ph mm ing — D — lat ha f c f c fac ec tio n n n as as ion ion ion se — om n — iss iss iss t t tur e e M Pr Pr Pr No. of an m ion ing ing — — on on od od od uf is minor defects si ing ing ing uc uc uc — D ac on — t t ti tu Ini oduc es in on on on nit duc rin g Pr ig tia fo fo flo n g al- tion o l-p i n w w w ha flo se low se w
- 52. Establish basic safetyrequirements through, Step – 1 Detect and correct any problems that might affect safety or the environment. Step – 2 Improve safety and environment by eliminating sources of leaks, spills and dust. Step – 3 Establish individual safety routines.
- 53. The five coreactivities for 0ffice TPM Increase work efficiency through focused improvement Build a system of administrative autonomous maintenance Improve administrative capacity through education and training Create an efficient staffing system Develop a work evaluation system
- 55. Commitment Denial Kick-off Resistance Consultant IN Aug 2007 Jan 2011 Consultant OU Resistance Exploration
- 56. Vision - To grow business with dignity and respect Mission - To retain a world-class manufacturer of competitive plastic products. Core values Integrity Customer loyalty Continuous improvement Innovation Uncompromising quality
- 57. TPM is aphilosophy, which brings results when practised. It achieves the optimum use of resources and obtains best results. Committed to achieve excellence in performance by achieving Zero breakdowns Zero accidents Zero defects with the practice of TPM as a way of life by all employees, throughout the
- 58. TPM EQUALS Total PerformanceManagement through Total Productive Maintenance through Total Perfect Manufacturing by Total employee involvement
- 60. TPM startswith 5S. Problems cannot be clearly seen when the work place is unorganized. Cleaning and organizing the workplace helps the team to uncover problems. Making problems visible is the first step of improvement.
- 61. Japanese English Equivalent 'S' term Term Translation Seiri Organisation Sort Seiton Tidiness Systematise Seiso Cleaning Sweep Seiketsu Standardisation Standardise Shitsuke Discipline Self - Discipline
- 62. Pareto Diagram Cause &Effect Diagram Histogram Control Charts Scatter Diagrams Graphs Check Sheets
- 64. Management Indicators Plant Effectiveness Indicators Quality Indicators Energy-Saving Indicators Maintenance Indicators Training and Morale Indicators Safety and Environment
- 65. Operating profit Ratio of operating profit to gross capital Value-added productivity Labour productivity Cost reduction Headcount reduction Reduction in product stock value Reduction in work-in-process value Equipment investment efficiency Plant/Labour ratio
- 66. Overall planteffectiveness Overall effectiveness of important equipment Availability Performance rate Standard production rate Average actual production rate Quality rate Number of equipment (plant) failures Number of process failures
- 67. Process defect rate Cost of process defects Number of defects passed on Number of warranty claims Overall yield
- 68. Electricityconsumption Steamconsumption Fuel consumption Water consumption Lubricant/Fluid consumption Auxiliary materials consumption
- 69. Reliability and maintainability indicators Maintenance efficiency indicators Maintenance cost indicators Other maintenance indicators
- 70. Number of meetings Number of FI topics registered Cost savings due to FI Number of suggestions Number of outside presentations Number of one-point lesson sheets Number of PM trainees Number of official qualifications acquired
- 71. HR ASPECTSOF INDUSTRIAL CERTIFICATIONS HR ASPECTS OF TPM MARKETING ASPECTS OF CERTIFIED ORGANISATIONS ETC,