All out Productive Maintenance

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video. Presentation . TPM . TPM is a beneficial upkeep executed by all workers in an organization.TPM includes everybody in the association from administrators to senior administration in hardware change. . Downright = All people in the association working together.Productive = creation of merchandise that meet or surpass customer\'s expectations.Maintenance = keeping equipmen

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´╗┐Add up to Productive Maintenance By L BHARGAVA C RAVI RAKESH GUPTA RAVVA

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Introduction video

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TPM is a beneficial support executed by all workers in an association. TPM includes everybody in the association from administrators to senior administration in hardware change.

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TPM in three words: Total = All people in the association cooperating. Profitable = creation of merchandise that meet or surpass client's desires. Support = keeping gear and plant in great condition at all circumstances.

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History This is a creative Japanese idea. Created in 1951. Nippondenso was the 1 st organization that actualized TPM in 1960. In view of these advancements Nippondenso was granted the recognized plant prize for creating and executing TPM, by the Japanese Institute of Plant Engineers ( JIPE ). This Nippondenso turned into the primary organization to get the TPM affirmations.

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GOALS : Increase creation quality. Increment work fulfillment. Utilizing groups for persistent change. Enhance the condition of upkeep Empower representatives CONTINUOUS PROCESS IMPROVEMENT

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Why TPM: Avoid wastage in rapidly changing monetary condition. Delivering merchandise without diminishing item quality. Lessen cost for generation Produce a low bunch amount at the most punctual time. Products send to the client must be non flawed.

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Principles of TPM Use Overall Equipment Effectiveness (OEE) as a compass for achievement. Enhance existing arranged upkeep frameworks Work toward zero misfortunes Providing preparing to update operations and support abilities Involve everybody and use cross-utilitarian collaboration

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Types of upkeep Breakdown support Preventive upkeep .intermittent upkeep( time based upkeep) .Predictive upkeep Corrective support Maintenance counteractive action

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Breakdown support Repairs or substitutions performed after a machine has neglected to come back to its useful state taking after a glitch or shutdown. e.g., an electric engine of a machine instrument won't begin, a belt is broken, and so forth. Under such conditions, generation office approaches the support office to correct the imperfection. Subsequent to evacuating the blame, upkeep engineers don't go to the gear again until another disappointment or breakdown happens.

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Preventive maintenance(1951) The essential objective of preventive support is to keep the disappointment of hardware before it really happens. It is intended to safeguard and improve hardware unwavering quality by supplanting worn parts before they really fizzle. It is a day by day support which incorporates cleaning, review, oiling and re-fixing of supplies.

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Long-term advantages of preventive support: Improved framework unwavering quality. Diminished cost of substitution. Diminished framework downtime. Better extras stock administration.

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Periodic support (TBM) Time based upkeep comprises of occasionally assessing, adjusting and cleaning hardware and supplanting parts to anticipate sudden disappointment and process issues. Benefits: Extended life and utilization of the hardware. Dependable generation at the circumstances when machine is required most.

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Predictive upkeep This is a strategy in which the administration life of critical part is normal in light of review or conclusion, so as to utilize the parts to the furthest reaches of their administration life. Contrasted with occasional support, prescient upkeep is condition based upkeep.

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Benefits of prescient upkeep Increased plant status because of more noteworthy unwavering quality of the gear. Numerous enterprises report from two to 10% efficiency increments because of prescient upkeep rehearses. Decreased consumptions for extra parts and work. Decreases the likelihood of a machine encountering a terrible disappointment, and this outcomes in a change in laborer security.

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Corrective upkeep ( 1957 ) Maintenance activities did to reestablish a damaged thing to a predefined condition Corrective support is likely the most regularly utilized approach, however it is anything but difficult to see its constraints. At the point when hardware falls flat, it regularly prompts to downtime underway. Much of the time this is exorbitant business. Additionally, if the hardware should be supplanted, the cost of supplanting only it can be critical. It is likewise vital to consider wellbeing, security and condition (HSE) issues identified with breaking down hardware.

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Maintenance counteractive action (1960 ) It shows the outline of another hardware. Shortcoming of current machines are adequately considered ( on location data prompting to disappointment counteractive action, less demanding upkeep and forestalls of deformities, security and simplicity of assembling ) and are joined before dispatching another hardware.

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5S Philosophy Based on five Japanese words that start with 'S', the 5S Philosophy concentrates on viable work put association and institutionalized work methodology. 5 S's Sort :(Seiri) Set In Order:(Seiton) Shine: (Seiso) Standardize: (Seiketsu) Sustain: (Shitsuke)

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Sort :(Seiri) The primary S concentrates on dispensing with superfluous things from the work environment . A compelling visual technique to distinguish these unneeded things is called red labeling. A red tag is put on all things not required to finish your employment. These things are then moved to a focal holding region. This procedure is for assessment of the red label things.

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Set In Order:(Seiton) second S concentrates on proficient and successful stockpiling techniques and how to sort out the function region. Techniques for successful Set In Order are painting floors, sketching out work ranges and areas, shadow sheets, and secluded racking and cupboards for required things, for example, waste jars, sweepers, wipe and containers

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Shine: (Seiso) Once you have wiped out the messiness and garbage that has been stopping up your work zones and distinguished the fundamental things, the following stride is to altogether clean the work region . Specialists will likewise start to notice changes in gear and office area, for example, air, oil, coolant spills, exhaustion, breakage, and misalignment. These progressions, if left unattended, could prompt to hardware disappointment and loss of generation.

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Standardize: (Seiketsu) Now the initial three S's are actualized. Utilize standard strategies to keep Sort, Set In Order, and Shine to a condition . Permit your representatives to take an interest in the advancement of such norms.

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Sustain: (Shitsuke) This is the most troublesome S to actualize and accomplish. Keep up through strengthening, duty, and teach . Support concentrates on characterizing another the present state of affairs and standard of work place association.

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Benifits of 5 S's Simplifies workplace decreases squander Improves quality Improves security Provide self regard for everybody in the association.

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Similarities b/w TQM & TPM Total responsibility to the program by upper level administration is required in both projects. Representatives must be enabled to start remedial activity, and A long range standpoint must be acknowledged, as TPM may take a year or more to actualize. It is an on-going procedure which is a persistent procedure change.

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Differences amongst TQM and TPM

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1.Autonomous keeps up 2.Planned looks after 3. Gear and process change 4.Early administration of new hardware 5.process quality administration 6.TPM in the workplace 7.education and preparing 8.saftey and ecological administration. Mainstays of TPM

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Autonomous Maintenance (1) Train the administrators to close the hole amongst them and the support staff, making it less demanding for both to fill in as one group Change the gear so the administrator can recognize any anomalous conditions and measure before it influences the procedure or prompts to a disappointment

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Autonomous Maintenance (2) Seven (7) stages are executed to dynamically expand administrators learning, cooperation and obligation regarding the hardware. 1. perform introductory cleaning and assessment 2.Countermeasures for the circumstances and end results of earth and tidy 3.Eastblish cleaning and oil norms 4.Counducting general investigation preparing 5.Carry out gear examination checks 6.workplace administration and controls 7.Continious change

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Equipment and process change (3) Objectives: Maximize proficiency by dispensing with waste and assembling misfortune Manufacturing misfortunes are classified into 13 offer misfortunes: Equipment misfortunes (6) Manpower misfortunes (4) Material misfortunes (3)

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Equipment misfortunes . . . DOWNTIME LOSS Equipment disappointment/breakdowns Set-up/modification Minor ceasing Speed misfortune Reduced speed Process blunders Quality misfortune Rework/scrap

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Manpower and material misfortunes Cleaning and checking . Labor misfortunes Waiting materials Waiting directions Waiting quality affirmation Material yield Material misfortunes Energy misfortunes

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Overall Equipment Effectiveness OEE figures are controlled by joining the accessibility and execution of your hardware with the nature of parts made OEE measures the productivity of the machine amid its stacking time. Arranged downtime does not impact the OEE figure

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Overall Equipment Effectiveness (OEE) . General gear adequacy = Availability * execution * Quality yield Availability Downtime misfortune Performance Speed misfortune Quality Yield Quality misfortune

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Overall Equipment Effectiveness (OEE) . General Equipment Effectiveness = Availability *performance * Quality yield Availability = Time accessible for generation - Downtime

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