Professional Documents
Culture Documents
TPM POLICY
We are committed to
Achieving Zero abnormality, Zero breakdown, Zero
defect to achieve excellence in overall plant
effectiveness (OPE).
Inculcating analytical attitude and ownership to be
equipment and system competent and innovative.
PREFACE
The competitive environment is throwing up many management tools for performance
excellence. TPM is very well laid out, holistic approach towards continual improvement.
Guwahati Refinery is practicing TPM in true spirit and making good progress in its
implementation and bringing the cultural change.
I am pleased with the progress made in all areas of the refinery and we must work with the same
spirit and continue our efforts for sustaining and further improving in TPM implementation
activities so that Guwahati refinery will be able to apply for TPM award from JIPM, Japan.
This booklet on “Overview of Total productive Maintenance” being released with a hope that
every employee will make good utilization of this book and become knowledgeable in
implementing TPM in right direction.
I convey my good wishes to all Gangotrian and urge them to embrace TPM for better economic
growth & prosperity of the organization and thereby of the individuals.
G. Bhanumurthy
Executive Director
FORWARD
The business scenario across the world is going through a process of sea change, policies,
practices and strategies are changing fast to cope with the situation. The Indian market scenario
too has followed the global trend with the opening up of its economy and markets following
deregulation. Thus the greatest challenge before the industry is to adapt to the new rules of the
market quickly and effectively in order to build up profitability.
Making optimum use of the available resources and opportunities as well as acquiring a
competitive edge has thus become the guiding mantra of the day. Companies are drawing
business strategies to achieve customer delight by ensuring timely delivery of reliable products
and services at highly competitive prices. Hence the focus is on supply of quality goods and
services at prices which are competitive.
This scenario has necessitated bench marking of our work with global best practices. It can be
achieved by adapting a time-tested philosophy, which promises total elimination of all
unnecessary costs associated with material, operations, maintenance time and minimization of all
type of losses with total involvement of every employee of the organization. This philosophy is
called Total Productive Maintenance (TPM) armed with Indian Oil’s Vision and Mission to
become a transnational diversified energy company. Guwahati Refinery has embarked on the
path of TPM to achieve its objective.
Making the TPM concepts clear to all employees this “Overview on Total Productive
Maintenance” booklet has been prepared which explains about the concepts of TPM, the 5S
practices and about the 8 pillars in brief.
I hope this booklet will definitely make employees better understandable in adapting the concept
of TPM.
I wish all employees success in achieving our TPM goals
A C Mishra
Deputy General Manager (Technical)
WHY IT IS NECESSARY
Consider which of the following conditions exist in your own work place:
Equipment conditions
The equipment is generally very dirty
The equipment leaks hydraulic fluid and lubricants
Oil pans are overflowing
People don't mind seeing dirt and grime piling up everywhere -they accept it as normal
Motors get very hot or make strange noises
Switches are covered with oil
Large covers are sometimes used to protect certain machines, but their internal parts are
not cleaned.
Some parts rattle and vibrate
The equipment is positioned to make access for routine maintenance checks difficult
Oilcans are left empty and dirty
Drains are clogged.
Wires and pipes are left in chaotic configurations making it hard to see which one goes
where
Area around equipment
It takes a lot of time to clean up
The floor is left dirty and slippery with oil
There are a lot of useless items lying around
Things are not kept in specified places
Equipment operators
Operators do not perform regular equipment checks; in fact, they do not even know how
Operators do not know how to replace equipment parts or perform precision checks
When operators find an abnormality, they call the maintenance staff without trying to
understand the problem.
Operators do not regard breakdowns and defects as their own problems.
If any of these conditions exist in the works place, it is the time for a change. TPM will get rid of
these conditions and ensure high productivity and quality.
TPM PARAMETERS
Effectiveness of TPM in industry is reflected by improvement P Q C D S M (Productivity
enhancement, Quality improvement, Cost control, Delivery in time, Safety and Mora1e)
Productivity enhancement is
Increase in
Capacity utilization
Value addition per employee
Value added products
Equipment effectiveness
Plant availability
Reduce
Quality give away of product
Quality improvement
Reduced off spec products
Reduced customer complaints (internal & external)
Reduced reprocessing
Cost
Reduced maintenance cost
Reduced input cost (Crude, catalyst, chemicals, utilities)
Energy saying (power, steam, Fuel and water)
Maximization of preheat
Delivery
On time delivery (Availability of products for marketing)
Reduce product inventory
Safety
Zero accidents (major, minor, loss time & property damage)
Elimination of pollution incidents
Meeting statutory environment requirement and attain improvement
Morale
Increased number of suggestions
Increased frequency of small group activity
Increased number of one-point lessons
Increased number of kaizen activities
WHY TPM
NEED OF TPM
TPM involves everyone from top to bottom to make the organization efficient & effective with
Lowest cost
Zero waste and
Excellent Quality with
Zero accidents
Zero breakdowns
It guarantees improved results, visibly transforms the work place, raises the knowledge level
and skill level of employees. It encourages Team spirit.
OBJECTIVE
To maximize overall equipment effectiveness through Total employee involvement.
To improve the equipment Reliability and maintainability which will improve Quality
and Productivity
To cultivate the equipment related expertise among operating personnel.
To create an enthusiastic and lively work environment and culture.
To break the barrier between the departments.
BENEFITS
TPM encompasses a powerful structural approach to change the mind set amongst people
making a visible change in the work culture of the company.
5’S’
1 S Seiri (Sort out)
Eliminate cluster from the work place
Remove the unwanted items from the work place
Develop a clear policy for determining what can be discarded
Regularly throwaway unwanted items
2 S Seiton (Set in order)
A place for every thing and every thing in its place
Arrange everything in a way you can retrieve quickly and return them to their
respective place quickly.
Frequently used items should be stored for easy retrieval
3 S Seiso (Shine)
Everyone is a panther
Everyone should clean his/her own work area from the Executive Director to the
lowest employee.
Everybody should take personal responsibilities for cleanliness
Clean daily
Allocate specific time for cleaning in the daily work schedule
4 S Seikatsu (Standardise)
Develop and maintain standard conditions in the work place
Decide when, by whom and how each item should be used
Standardise quantities for all items for storage and movement
Arrange tools and materials so that people can see at a glance where things are and
how much is available
Use visual methods to indicate what is stored and where
5 S Shitsuke (Sustain)
Develop self discipline among all people
Teach people for good work place
Identify bad practices and eliminate them
Make 5 S as part of daily routine
Conduct 5 S audits
Reward teams for good 5 S discipline
8 PILLARS OF TPM
The 8 pillars of TPM are:
1. Autonomous Maintenance
2. Focused Improvement
3. Planned Maintenance
4. Quality Maintenance
5. Early Management
6. Office TPM
7. Education &Training
8. Safety Health & Environment
Autonomous Maintenance is the maintenance activity performed by operators with
the support of Maintenance.
Focused Improvement is an activity by a multi-functional group focusing on specific
problems.
Planned Maintenance is the effective organization of the Maintenance function. It
deals with the implementation of a good preventive maintenance / reliability
centered maintenance program to meet the overall objectives of the Maintenance
function.
Quality Maintenance in process industry ensures quality of product by maintaining
correct process conditions. For this, the equipment must function optimally. Quality
defects are prevented by checking and measuring equipment conditions periodically
Early Management ensures quality and performance aspects are taken care in the
design stage.
Office TPM brings improvements in the office areas. The Materials function is also
covered under Office TPM.
Education & Training establishes training systems to cater to the increasing growth
of technology and skill requirements, to maximize the potential of each employee.
Equipment competent people are developed.
Safety, Health and Environment focuses on elimination of unsafe condition/unsafe
action, zero accidents and zero pollution.
PRINCIPLES OF PREVENTION
Maintenance of Normal Conditions:
To maintain normal operating conditions operators prevent deterioration by cleaning,
checking, oiling and tightening the equipment on a daily basis.
Prompt response:
Operators and maintenance staff respond immediately to abnormalities
TPM TERMINOLOGY
Kaizen:
“Kai” means change and “Zen” means good (for the better). Basically kaizen is for small
improvements. Kaizen is carried out on a continual basis and involves all people in the
organization. Kaizen is opposite to big spectacular innovations. Kaizen requires no or little
investment. The principle behind Kaizen is that a very large number of small improvements are
more effective in an organizational environment than a few improvements of large value Kaizen
is aimed at reducing losses in the workplace that affect our efficiencies. By using a detailed and
thorough procedure we eliminate losses in a systematic method using various Kaizen tools.
These activities are not limited to production areas and can be implemented in administrative
areas as well.
Sample of Kaizen sheet
Quality Maintenance:
This is a practice to ensure quality through reliable processes and equipment. Off-spec
products and re-processing are eliminated, by analyzing processes and equipment.
Quality Maintenance consists of activities that establish equipment conditions that do not
produce quality defects, with a goal of maintaining equipment in perfect condition for
producing quality products. Quality defects are prevented by checking and measuring
equipment conditions periodically and verifying that the measured values lie within the
specified range. Potential quality defects are predicted by measuring trends in the
measured values and prevented by taking measures in advance.
Rather than controlling results by inspecting product and acting against defects that have
already occurred, Quality Maintenance aims to prevent defects from occurring
altogether. This is accomplished by identifying checkpoints for process and equipment
conditions that affect quality, measuring these periodically and taking appropriate action.
A Quality Maintenance program builds upon gains achieved through fundamental TPM
activities such as autonomous maintenance, focused improvement, planned maintenance
and operations and maintenance skill training. Elimination of accelerated deterioration,
elimination of process problems and development of competent operators are
prerequisites for a successful quality maintenance program.
Steps in practicing Quality Maintenance
Step 1: Prepare QA matrix
1. Check Quality characteristics
2. Investigate defect mode and sub process where defect occurs
3. Asses seriousness of defect mode
Step 2: Prepare production - input condition analysis table
1. Check deficiencies in production - input conditions for each defect mode in each
sub process
2. Check whether standards exist and are being followed
Step 3: Prepare problem chart
1. Analyze production - input conditions for problems in each sub process
2. Act promptly against problems that can be tackled on the spot. Carefully work
out countermeasures for problems that cannot be dealt with immediately
3. Stratify defect modes, devise investigation techniques and plan countermeasures
Step 4: Evaluate seriousness of problems (FMEA 1)
This step directs the equipment improvement effort
1. Prioritize problems by assessing their impact on the quality defect mode
2. Decide on the assessment scale in advance
Step 5: Use PM analysis to track down causes of problems
1. For the most serious problems in the preceding step, analyze the actual
phenomena
2. Investigate using techniques such as PM analysis and propose counter measures
Step 6: Assess impact of the countermeasures taken (FMEA 2)
1. Perform a preliminary evaluation of the post-improvement situation using FMEA
Step 7: Implement improvements
Step 8: Review production - input conditions
1. Review production - input conditions identified in step 2
2. Check whether the production - input conditions are appropriate and correct
Step 9: Consolidate and confirm checkpoints
1. Use the results of step 8 to summaries the inspection items
2. Prepare a quality check matrix
Step 10: Prepare a quality component control table and assure quality through strict
condition control
1. Standards must be numerical and observable
Office TPM:
Office TPM brings improvements in the office areas. The Materials function is also
covered under Office TPM. In Office TPM, the office is oriented to provide excellent
support for operations. Office systems are effectively organized. Wastages are
eliminated. .
The Office TPM involves the practice of Administrative Focused Improvement,
Administrative Autonomous Maintenance and Performance measurement.
Performance measurement
Cost effectiveness
Cost reduction in consumables, inventory, communication, transportation etc
Reduction in processing time
Functional efficiency
Effective Utilization of facilities
Quality improvement
Effective utilization of HR
Creativity
Environmental improvements done
Workplace activities
Employee morale
Conclusion:
TPM in refinery will bring a radical change in work culture, increased efficiency, and
speed of processing and ultimately improve the morale & commitment of the
employees resulting in higher profitability.