tqm ch total production maintainance.pptx

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1. Team members Z obia Siraj A fshala Sattar M ehreen Mushtaq Z obia Tabbasum A yesha M aimona Asif I ffat Maimona Of ZAMZAM Group

2. “TOTAL PRODUCTION Maintenance ” Chapter nu 13

3. Seeks to involve all levels and functions in the organization to maximize the overall effectiveness of production equipment.

4. Improving equipment (asset) productivity. (Overall Equipment Effectiveness)

5. 1. Focused Improvement improve, improve, and improve continuously of talent, raw materials, and energy, the whole team. 3. Quality Maintenance every team is an autonomous “maintenance agent”. This ensures every piece of equipment is cared for, improves early fault detection, and frees maintenance technicians for heavier tasks. 2. Autonomy Maintenance One of TPM’s biggest goals is manufacturings zero defective products, which, undoubtable, also plays into customer satisfaction. Hence, quality management and implementing internal processes 4. Preventive Maintenance planned reactive maintenance :Keep every asset up and running to ensure quality and don’t be avoid customer complaints (for B2C), and improved compliance (for B2B service providers)

6. 5. Early Equipment Maintenance aims to optimize the design, installation, and operation of new or modified equipment. EEM helps you prevent future losses, reduce costs, and improve quality and reliability. 6. Training and Development TPM requires investing in training and education. Otherwise, it’s impossible to trust each worker with routine maintenance or prevention.if worker no have knowledege about all machinary parts ,so how they repair (and maintain maintenance) of machinaries. 7.Office TPM Office TPM is the seventh pillar and concentrates on all areas that provide administrative and support functions in the organisation. 8.Enviroment Health and Safety it build a safe and healthy work enviroment,to maintain a healthy and productive environment.

7. Principles of TPM (5Ss) Sort : eliminate anything that is not truly needed in the work area. Straighten : organize the remaining items. Shine : clean and inspect the work area. Standardize : create standards for performing the above three activities. Sustain : ensure the standards are regularly applied.

8. Benefits of Total Productive Maintenance Improved equipmen t reliability and availability. Increased productivity and efficiency. Reduced maintenance costs and downtime.

9. TQM VS TPM

10. Learning the New Philosophy Philosophy means; The systematic study of ideas and issues. Management needs to learn about TPM for operational improvement, despite resistance to change. Success stories and benchmarking help in understanding its impact. Encouraging employee involvement fosters problem-solving and enhances performance, exemplified by companies like Southwest Airlines and Hewlett Packard .

11. The Plan First, understand how things are working now - what systems we have and their condition. Then, introduce Total Productive Maintenance (TPM) inspired by Total Quality Management (TQM). Implement seven basic steps: management learns and promotes TPM, funds training, identifies areas for improvement, sets performance goals, devises an implementation plan, and establishes autonomous work groups.

12. Promoting the Philosophy Senior management needs to wholeheartedly promote the system and demonstrate commitment, as seen in successful TQM implementations. Lip service won't suffice; long-term dedication is vital for meaningful change. Leading by example, giving employees autonomy gradually, and building credibility are key to effective implementation.

13. Improvement Needs Employees, familiar with daily equipment operations, can pinpoint machines needing attention. Operators and technicians should inform management about machines requiring focus, facilitated by an implementation team. This step builds credibility and kick starts the organization's TPM journey, starting with identifying baseline conditions and measuring six key loss areas .

14. Training Teach all managers from top to bottom the philosophy, explaining both how and why it's important. Identify managers who resist change and support those who embrace it; middle managers need to adapt to team dynamics, while first-line supervisors shift from autocratic to coaching roles. Employees should learn about tools and tasks in autonomous work groups, promoting collaboration between maintenance and production teams.

15. Six major losses areas Six major loss areas need to be measured and tracked : Downtime Losses; 1Planned Start-ups Shift changes Coffee and lunch breaks d. Planned maintenance shutdowns

16. Six major losses areas con., 2. Unplanned Downtime a. Equipment breakdown b . Changeovers c. Lack of material Reduced Speed Losses 3 . Idling and minor stoppages 4 . Slow-downs

17. Six major losses areas con,. Downtime,. Poor Quality Losses 5. Process nonconformities 6. Scrap Downtime losses are measured by equipment availability using the equation A = (T/P ) 100 A = availability T = operating time (P-D) P = planned operating time D = downtime

18. Reduced speed losses Measured Reduced speed losses are measured by tracking performance efficiency using the equation; E = ( C x N/T) 100 E = performance efficiency C = theoretical cycle time N = processed amount (quantity)

19. Poor quality losses Measured Poor quality losses are measured by tracking the rate of quality products produced using the equation; R = (N-Q/N ) 100 R = rate of quality products N = processed amount (quantity) Q = nonconformities

20. Equipment effectiveness Measured Equipment effectiveness is measured as the product of the decimal equivalent of the three previous metrics using the equation; EE = A x E x R EE = equipment effectiveness, or overall equipment effectiveness (OEE) The target for improvement is 85% equipment effectiveness.

21. After identifying improvement needs, set goals, starting with fixing the most urgent issue. Aligning technician and operator expectations with management's timeline fosters teamwork. This initiates the collaborative process of addressing organizational needs .

22. Developing plans Start by creating a training plan for all employees and developing autonomous work groups. Use technician and operator teams to tackle major issues with management support. Allow employees to contribute to the structure of autonomous teams. Expect these groups to evolve alongside organizational changes .

23. Autonomous Work Groups Autonomous Work Groups means;   A team within a business that manages its work independently and without the direct supervision of middle management . Establish autonomous work groups by assigning equipment responsibility to operators and identifying maintenance personnel with specific skills. These groups collaborate to make decisions about equipment maintenance and reduce the need for maintenance interventions. Maintenance technicians train operators and focus on major tasks, enhancing efficiency. The goal is to minimize maintenance needs and optimize the use of skilled technicians.

24. Example Example of organizations employing total productive maintenance to empower their production workers and to save time and money on maintenance. The following example give a wide range of organizations that applied total productive maintenance . EXAMPLE The Albany, NY U.S. Postal Service saved $86,000 yearly with Total Productive Maintenance by standardizing procedures. Their success led 11 other Northeast facilities to adopt similar practices, potentially saving $4.5 million nationwide, earning them recognition as a 2000 RIT/USA Today Quality Cup finalist.

25. TQM Exemplary Organization Ritz-Carlton, managed by Marriott International, operates 36 luxury hotels worldwide. Over 85% of their 17,000 employees receive extensive training and career development opportunities. They adhere to high standards, with detailed quality improvement procedures and customer customization. Achieved high customer satisfaction (99%) and financial growth, doubling returns since 1995 and exceeding industry standards Ritz-Carlton's financial performance is equally impressive, with returns doubling since 1995 and consistently surpassing industry standards. This success is a testament to their ability to combine exceptional service with sound business practices. .