...Total Productive Maintenance Made by: Khaled Elsayed Hamed Supervised by: dr.Mousa Abstract Total productive maintenance (TPM) is a concept applied to improve the overall equipment efficiency (OEE) and the capabilities and skills of the workers in the plant. It is founded on eight pillars to support the concept And achieve three goals. Japan institute of plan maintenance (JIPM) is the leading body of TPM. The history of Total Productive Maintenance (TPM) TPM has been developed from the original PM (preventive maintenance or productive maintenance) concept and methodology introduced from the USA. It has been further developed and implemented in many Japanese companies, and is now rapidly becoming a method applied worldwide. In 1971, Nippon Denso Co., Ltd. first introduced and successfully implemented TPM in Japan. They won the Japan Institute of Plant Maintenance (JIPM) PM Excellent Plant Award for their activities. This was the beginning of TPM in Japan. Since then, TPM has spread progressively throughout the world and established itself as a renowned cultural improvement programme The first example of TPM used in Europe to deliver world class performance was by Volvo in Ghent, Belgium, who won the PM prize for their work in the paint shop. This was quickly followed in the early 1990s by other European automotive companies trying to close the productivity and quality gap to their Japanese competitors. Since the JIPM TPM awards were founded, over 3000 organizations...
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...first large-scale project based company with a totally indigenous design, know-how and technology. Mahindra & Mahindra is a leading manufacturing organization manufacturing tractors, harvesting combines, fork lifters etc. Till 1998, the organization did not give much attention to the maintenance work. The machines were being checked and repaired only after the breakdown. But with the industrialization, it became necessary to adopt new concepts to survive in the market. The organization decided to adopt “Total Productive Maintenance (TPM) for its survival. Problems Faced Due To Maintenance The importance of maintenance functions has increased due to its role in keeping and improving the availability, product quantity, safety requirements, as maintenance costs constitute an important part of the operating budget of manufacturing firms. The Company operated at less than full capacity, with low productivity, and the cost of producing products are high. Almost 25-30% of total production cost is attributed to maintenance activities in the factory. Hence the quality of maintenance significantly affects business profitability. There was a lot of variation in all manufacturing processes in the firm due lesser utilization of hardware resources and uneven investment in human resources due to lack of proper planning of each task significantly affecting the overall cost bore by the company. OEE before TPM Implementation First, we have to select the machines to study the TPM implementation...
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...Breakdown time Reduction of Case Differential Machining Line By practicing Total Productive Maintenance (TPM) A Dissertation Proposal for Management Programme By Manoj Kumar Rana Enrolment Number: 17070745420 Under the guidance of Sudhir Sharma Gurgaon-122001 SYNOPSIS 1. Introduction— 1.1 Self-- I am Manoj Kumar Rana is presently working with Corwn Berger ,Kenya. I was working in Sona Koyo Steering Systems Ltd, Gurgaon as a Assistant General Manager – Quality System. My role was to implement Continuous improvement tools is the organization 1.2 Organization: Sona Koyo Steering Systems Ltd. Gurgaon is India’s largest steering systems manufacturing concern. Company has been awarded “Deming Prize” in December 2003. It is the first company in North India, which is awarded by Deming Prize. Sona Koyo is an ISO/TS16949:2002, ISO 14001 certified company and is in technical collaboration with JTEKT corporation Japan, which is world’s largest steering systems manufacturer. Sona Koyo has been awarded the TPM Excellence Award in the year 2008 by Japan Institute of Plant Maintenance (JIPM) for recognition of excellence in operation by following TPM practice in the organization Major Customers-- Maruti Udyog Ltd., Hyundai Motors India Ltd., Toyota Kirloskar Motors Ltd., Tata Motors Ltd., JTEKT Japan, General Motors (U.S & India), Fuji Autotec (France), Mahindra & Mahindra Ltd., Lotus Club car UK. 1.3 Mission of the company is “Create a Company That...
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...One of the book’s definitions for Lean is “A systemic approach to identifying and eliminating waste (non-value-added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection.” I define lean as the continuous removal of waste, no matter how minor, from processes. Typical wastes involved with manufacturing are defects, overproduction, waiting, not utilizing employees, transportation, inventory, motion, and excess processing. I’m a production supervisor for a company located in Mooresville, Indiana. My company is one of the world’s leading producers of wet wipes and we are heavily involved with continuous improvement at our facility. We believe that continuous improvement activities are everyone’s responsibility and implementation must be taken seriously and supported by all levels of the organization. We believe that our customers are the reason that we exist and we must always provide them with a safe product or service. Kaizen events are held at least once a month with each supervisor expected to lead an event at least once a year. The main focus during our Kaizen events is waste (applicator, liquid, and packaging) reduction. We also target increased OEE (Overall Equipment Effectiveness) by reducing change-over times, reducing clean times, creating standard work/best practices and through enforcing the utilization of set up sheets for all equipment. We encourage our operators to seek better ways of doing...
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...(1)http://www.leanexpertise.com/TPMONLINE/articles_on_total_productive_maintenance/tpm/tpmroberts.htm TPM TOTAL PRODUCTIVE MAINTENANCE History and Basic Implementation Process by Jack Roberts, Ph.D. Jack_Roberts@TAMU-Commerce.edu Department of Industrial and Engineering Technology Texas A&M University-Commerce Abstract: Total Productive Maintenance (TPM) is a maintenance program which involves a newly defined concept for maintaining plants and equipment. The goal of the TPM program is to markedly increase production while, at the same time, increasing employee morale and job satisfaction. The TPM program closely resembles the popular Total Quality Management (TQM) program. Many of the same tools such as employee empowerment, benchmarking, documentation, etc. are used to implement and optimize TPM. This paper will define TPM in some detail, evaluate its strengths and weaknesses as a maintenance philosophy, and discuss implementation procedures. Examples of successfully implemented programs will be presented. I. What is Total Productive Maintenance? 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...
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...TOTAL QUALITY MANAGEMENT N.P.R. COLLEGE OF ENGINEERING & TECHNOLOGY N.P.R. Nagar, Natham - 624 401, Tamil Nadu, India. AN ISO 9001:2008 Certified Institution (Approved by AICTE, New Delhi, Affiliated to Anna University, Tiruchirappalli) No. : 04544 - 291333, 291334, 245422, 245423 & Fax No.: 04544-245392, 93 Website: www.nprcet.org, www.nprcolleges.org E-Mail: nprgc@nprcolleges.org ISO 9001:2008 MBA101 1 TQM/VMSS/M.B.A/N.P.R.C.E.T Miss. VMS.Sumathy, B.Sc (Phy), M.B.A., Lecturer/M.B.A N.P.R. College of Engineering and Technology, Natham TOTAL QUALITY MANAGEMENT BA*114 TOTAL QUALITY MANAGEMENT LT P C 3003 UNIT I INTRODUCTION TO QUALITY MANAGEMENT 9 Definitions – TOM framework, benefits, awareness and obstacles. Quality – vision, mission and policy statements. Customer Focus – customer perception of quality, Translating needs into requirements, customer retention. Dimensions of product and service quality. Cost of quality. UNIT II PRINCIPLES AND PHILOSOPHIES OF QUALITY MANAGEMENT 9 Overview of the contributions of Deming, Juran Crosby, Masaaki Imai, Feigenbaum, Ishikawa, Taguchi techniques – introduction, loss function, parameter and tolerance design, signal to noise ratio. Concepts of Quality circle, Japanese 5S principles and 8D methodology. UNIT III STATISTICAL PROCESS CONTROL AND PROCESS CAPABILITY 9 Meaning and significance of statistical process control (SPC) – construction of control charts for variables and attributed. Process capability – meaning...
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...a requirement that was given, then it is a quality. Crosby has basic principles that can result to a total quality management if it was observed. The 6 basic principles are (1) “Do It Right the First Time”, (2) “Zero Defects” and “Zero Defects Day”, (3) “Four Absolute of Quality”, (4) “Prevention Process”, (5) “Quality Vaccine”, and (6) “Six Cs”. We will only focus on the 3 principles that we will relate to the Uncle Cheffy. “Do It Right the First Time” In this principle he emphasize that to manage quality it is needed to be prevented rather than to be detected nor to be tested. In relation to our chosen business/service “Quality Vaccine” Crosby sees that the management needs to continuously “vaccinating” their employees to come up with a good quality that may also result in “Zero Defects”. Based on our understanding the management should continuously provide benefits and rewards to their employees. Most of the studies show that if the employees were given rewards they tend to be more productive and inspired. We know that if an employee is inspired, he knows what he’s doing and he will be efficient with less error. “Six Cs” Comprehension, Commitment, Competence, Communication, Correction and Continuance; those are the Six Cs that Crosby is referring to. Most of the restaurants aim to have quality service and quality food but to achieve that the management and employees should understand first the meaning of quality before they can provide a quality service...
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...In order to reconcile a social agenda with commercial challenges, one would first have to consider the reasons why one would take on this particular social agenda - making available radios that produce their functioning power through a wind-up mechanism, in order to transmit educational lessons to impoverished populations with no electricity. One major business related reason why one would do this is the fact that if you educate a human being so that he or she becomes a productive person in society, that person no longer is a liability, but an asset, to their country, and to the world in general. If that impoverished human being does not know about such things, they still have to eat, be clothed and sheltered, which would require resources, but there is a minimal amount of return for that outlay of resources. But if you educate that person's mind - then that one's potential to produce value increases dramatically. That person could not grow food for herself and others, or make clothes and build houses that would last, to treat diseases and invent things, to manufacture computers and machines, to write books and poetry and songs, to create art and dance, and a myriad of other things. And also importantly, he could teach his children to love to learn, and model that they have value and potential that they could contribute to their communities. Given an understanding and acceptance of this motivation, the legalities of a business that begins in another country and whose target...
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...Strategic maps Name Institution A strategic map is a drawing which helps to describe the way an organization develops values by organizing its objectives and it documents the basic goals that an organization or the top management plans to peruse. The strategic maps convert assets which cannot be felt by touch, to results which are tangible and help in balancing scorecards. This document was first developed in 1990s which appeared in many books towards the end of the year. Strategic maps ensure success in strategies as they assist ass to better the management of our strategies, they also help in the communication of the strategy and also in capturing the strategies the opinions of ones teams in a more productive manner. They help us be sure of the future outcomes and avoid imaginary hopes. The creation of a strategic map includes merging various factors and information on the same page so as to ease communication. The strategic maps show every objective as a text within a shape (in most cases, an oval or rectangle), less than 20 objects and a broad interconnection between the objectives as they are joined together or linked by the arrows. There are four major perspectives that are attended to by the strategic maps; learning and growth perspective, financial perspective, the clients’ perspective and internal business perspective (Meredith & Shafer 2013). The financial perspective aims at developing a long lasting value to shareholders and coming up from the production strategy...
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...System: A Vision of Total Quality 1. Is Alliant’s strategy Sound? What does it have to do well to succeed? a. No strategy is totally sound. b. On paper, Alliant’s strategy would seem sound but, even though over the past five years they have made progress, Alliant has hit a few snags along the way that has prevented their strategy from becoming truly sound. i. They have only been able to lay down a foundation. c. Alliant is faced with “a culture and a climate that is inhospitable to the TQM philosophy.” ii. CEO Wolford states the he cannot “point to any one area that demonstate[s] we are substantially better than our competition.” d. “Alliant had achieved breakthroughs in organizational learning at each step in their TQM journey.” e. CARES+ - “basic outline for quality goal-setting and review”; bureaucratic f. EQUIP – “employees used it as a substitute for talking to their managers about day-to-day issues” g. Quality Improvement Teams – weren’t able to “bite off little pieces” and instead tried to solve “world hunger” problems; only able to come up with programs but was not capable implementing them; some have been “going on for over a year with nothing to show for it” h. Critical Paths – Unable to monitor rate of compliance, statistics was anywhere from 2% to 70% i. Have to do well to succeed: iii. Alliant needs to get everybody on board with Total Quality Management (TQM) for their...
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...under their control. The underlying concept is that workers, who are close to the process and have the best knowledge of it, are better suited than management to make the most effective changes to improve the process.” Operations and its processes including the employee’s jobs are better observed from their point of view as they are the people behind the operations. Employees can be equipped to analyze their jobs and develop ideas for improvement. Provide them with the proper training and armed with problem solving tools, they can help improve not only their work areas but the total operation’s efficiency. Changes happen every day and to cope up with the times organizations must be resilient to the constantly changing business environment. Companies are forced to implement sweeping changes in an effort to grow and survive. Empowering workers and making them as partners in the change process does far more than increase the probability of successful change. As they are the closest to the processes and have the best knowledge of it, they use their expertise and knowledge to suggest methods for improvements in their work areas. These suggestions could relate to improvements in their jobs, the products, the work atmosphere-ergonomics, or the company as a whole. Many companies have ventured into a participation-style of management by involving employees in the problem solving and decision making processes. More so, these workers tend to work harder to ensure the desired results...
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...Value includes more than price, it includes quality and timely delivery of the goods or services at the lowest possible price. Rainbow Shade strives to be an organization that is flexible, adaptable and highly productive. Recognizing that competitive organizations can no longer compete on the basis of price alone. Rainbow Shade focus its strategies on superior customer service and high quality products to gain a competitive advantage. Over its competitors. Rainbow shade has set a reputation in the shade industry to supplying a superior quality product backed by a 10 year limited warranty. Rainbow shade also offers the biggest color range on the market. Rainbow Shade maintains high stock levels at all times to insure no delays in processing time Rainbow shade strives to be the lowest cost operator in the industry. Value includes more than price, it includes quality and timely delivery of the goods or services at the lowest possible price. Rainbow Shade is a distributor of a superior, quality shade to the shade industry backed by a dependable 10year limited warranty. Rainbow Shade is committed to supplying high quality, fault free fabric to manufacturers in the largest color range on the market. Rainbow shade also has a reputation for superior customer service as well as maintaining high stock levels, All rainbow shade products have a UV rating above 90%compared to competitors A high performance customer – driven energy business. Rainbow shade has a contract...
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...your team that you trust and believe in them, but will also free up your time to focus on the higher level tasks, that should not be delegated. It’s a fine balance, but one that will have a huge impact on the productivity of your business. Communication Knowing what you want accomplished may seem clear in your head, but if you try to explain it to someone else and are met with a blank expression, you know there is a problem. If this has been your experience, then you may want to focus on honing your communication skills. Being able to clearly and succinctly describe what you want done is extremely important. If you can’t relate your vision to your team, you won’t all be working towards the same goal. Training new members and creating a productive work environment all depend on healthy lines of communication. Whether that stems from an open door policy to your office, or making it a point to talk to your staff on a daily basis, making yourself available to discuss interoffice issues is vital. Your...
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...Organizational Change Plan III Christian Malone HCS/587-Creating Change within Organizations February 12, 2011 Dr. Margaret Walker Organizational Change Plan III Employees may be one of the hardest stakeholders to agree to change. “Employees resist because they believe the management is mishandling the process” (Bert Spector, 2010, p.). The individuals suffering from the unfair scheduling are ready for this change. They have expressed their unhappiness, and have even limited their availability, making it difficult to have enough staff on hand. By repeatedly emphasizing the importance of employee cooperation and fair scheduling, individuals will believe in the system, and continue to become better so business can remain successful. A work schedule is made to benefit the needs of the business first, and the employee second. A flexible employee allows the company to make schedule changes at the last minute or even pull a double shift if a co-worker calls out. The employees that are not flexible make it difficult to make a schedule to benefit the needs of the business, and he or she is not able to work extra hours. A rotating schedule is the solution to an unfair work schedule. One option a manger has is a rotating schedule, and this will allow each individual to work his or her promised hours. By doing this, he or she does not have to work the same days each week, gives the individual more time to spend with the family or just attend to their personal needs. The advantage...
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...00 216 97 53 31 12 Fax: 00 216 74 24 36 19 ABSTRACT The level of awareness of TQM has increased considerably over the last few years. Different sets of organizational requirements are prescribed by quality management academics and practitioners for the effective practice of TQM. However, these requirements do not seem to have been formulated on the basis of systematic empirical research. The relationships between the extent of TQM implementation and organizational factors are investigated on the basis of data collected from 81 quality managers at ISO-registered Tunisian companies. The results of logistic regression indicate that joint-venture, ownership, leadership styles and quality experience are the most influential factors that contribute in the TQM implementation. This suggests that knowledge of organizational context is useful for explaining and predicting quality management practices. Factors affecting TQM implementation: an empirical study in Tunisian firms ABSTRACT The level of awareness of TQM has increased considerably over the last few years. Different sets of organizational requirements are prescribed by quality management academics and practitioners for the effective practice of TQM. However, these requirements do not seem to have been formulated on the basis of systematic empirical research. The relationships between the extent of TQM implementation and organizational...
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