Project Proposal

Diesel
Implementation of Total Productive Maintenance in
Fuel Pump Tester Machine ( S.R.T.C.
Jammu & Choudhary diesel Jammu ).
The companies throughout the world are trying to improve their profit without
increasingthe sale price of their products. This can only be done by minimizing the
manufacturing cost of the products by increasing the productivity and reducing
losses during production. Automation has played a great role in increasing
productivity but it fails if the equipment is not maintained properly.

Background of TPM
TPM originated from Japan as equipment management strategy designed to
support the total quality management strategy. In middle of 19th century,
Japanese realized that companies cannot produce a consistent quality product
with poorly-maintained equipment. It began in 1950s and focused primarily on
preventive maintenance. As new equipment was installed the focus was on
implementing the preventive maintenance recommendations by the equipment
manufacturer. A high value was placed on equipment that operated at designed
specifications with no breakdowns. During 1960s, TPM focused on productive
maintenance, recognizing the importance of reliability, maintenance and
economic efficiency in plant design. Then in 1970s TPM evolved as a strategy
focused on achieving preventive maintenance efficiency through a comprehensive
system based on respect for individuals and total employee participation. It was
at this time the word Total was added to productive maintenance (Tokutaro
Suzuki. 1994).
 Industry/Company Profile

Why TPM for S.R.T.C. Jammu & Choudhary

diesel Jammu ?

Goal
The goal of the work was to study and analyze diesel fuel pump testing
machine and also to suggest the ways to implement Total Productive
Maintenance for maximizing equipment effectiveness. It was divided
into following parts:

• The losses during the production were to be pointed out and

categorized into six big losses of OEE and giving suggestions to
decrease the losses.
• Developing a model for trustable data collecting model, depicting the
losses categorically for statistical analysis.
• Developing of a training module for TPM teams.
• Developing of Autonomous maintenance plan.

Scope
The project gives details about a time based stepwise implementation
plan of TPM on diesel fuel pump testing machine . The necessary
training material for operators according to their level of education is
also presented. A data collection model for statistical analysis of losses
is also proposed.
The online data collection mode only gives time losses automatically,
while the material losses are recorded manually.
2 METHODOLOGY
To categorize each loss into six big losses defined in Overall Equipment
Effectiveness scale, for clarification of problems and then suggesting
improvements in problematic areas using trainings, 5S and autonomous
maintenance plan. Training of the operators involved to improve their
skills and better understanding of problems and also involvement of
operators in routine maintenance tasks.

2.1 Overall Equipment Effectiveness

The OEE measure is a unique Key Performance Indicator which
provides a holistic view of asset utilization. It drives an organization to
examine all aspects of asset performance in order to ensure we are
obtaining the maximum benefit from a piece of equipment that is already
bought and paid for.
OEE is simple and practical. It takes the most common and important
sources of manufacturing productivity loss, places them into three
primary categories and distills them into metrics that provide an
excellent gauge for measuring where you are - and how you can
improve! OEE is frequently used as a key metric in TPM (Total
Productive Maintenance) and Lean Manufacturing programs and gives a
consistent way to measure the effectiveness of TPM and other initiatives
by providing an overall framework for measuring production efficiency.

The first application of OEE can be traced to the late 1960’s when it was
used by Seiichi Nakajima at Nippon Denso as a key metric in TPM
(Total Productive Maintenance). According to Nakajima S. 1989, “TPM
is a plant improvement methodology, which enables continuous and
rapid improvement of the manufacturing process through the use of
employee involvement, employee empowerment and closed-loop
measurement of results.”
2.2 Six Big Losses

2.2.1 Downtime losses

1. Unexpected breakdowns

2. Machine setup and adjustments

2.2.2Speed losses
3.Idling and minor stoppages

4.Reduced speed

2.2.3 Quality losses

5. Process defects

6. Scrap and rework

5S
5S is a system to reduce waste and optimize productivity through
maintaining an orderly workplace and using visual cues to achieve more
consistent operational results. Implementation of this method "cleans
up" and organizes the workplace basically in its existing configuration,
and it is typically the first lean method which organizations implement.
Sort - the first step in making things cleaned up and organized
Set In Order - organize, identify and arrange everything in a work area
Shine - regular cleaning and maintenance
Standardize - make it easy to maintain - simplify and standardize
Sustain -maintaining what has been accomplished

The 5S pillars provide a methodology for organizing, cleaning,

developing, and sustaining a productive work environment. In the daily
work of a company, routines that maintain organization and orderliness
are essential to a smooth and efficient flow of activities. This lean
method encourages workers to improve their working conditions and
helps them to learn to reduce waste, unplanned downtime, and in-
process inventory.
3 DATA COLLECTION AND ANALYSIS

4 PROPOSED IMPLEMENTATION PLAN FOR

TPM

The implementation of TPM was necessary to increase the sense of

ownership of equipment among the operators and developing their
interest in work. The goal of increasing production can be achieved by
active participation of operators.

A 10 step implementation plan was written.

Step 1: Announcement of TPM and top management

commitment
Make all the employees aware of the change of shifting towards the new
culture of TPM. Upper management commitment is the key to start with.
By commitment we mean the sacrifice of short term goals in pursue of
long term goals. The management must be ready to spare operators for
trainings and meetings when required. The management must also be
ready to invest in buying necessary equipments and accessories if
required. According to Moran and Avergun (1997), change is top-down
and bottom-up. It must be top-down to provide vision and create
structure; and it must be bottom-up to encourage participation and
generate support. Ultimately, leading change is a shared responsibility of
everyone in an organization, from top to bottom. To bring in changes,
the managers have to prepare themselves to the changes before asking
their employees to adopt the changes. Top management must be able to
create an environment that effectively reduces or eliminate the fear for
change. The management also must provide their employees with proper
tools, techniques and other facilities to allow people to synthesize the
new concepts, and align them to the new way of working. Firms must
have top management support, understanding and commitment to
embark on the TPM program as it involves a cultural change that cannot
happen overnight. Hoffman and Mehra (1999) in their study described
that the all four scholars; Deming, Juran, Crosby and Garvin, link top
management involvement and commitment to both productivity and
quality improvement programs.

The responsibility of the top management is to actively promote

motivation, ability and favorable work environment (Nakajima, 1989).
Of these three keys, motivation and ability will be the responsibility of
the workers and that the creation of favorable work environment will be
the responsibility of the management.
It would be good sign of commitment and involvement from upper
management, if one of the top level managers, like Vice President,
present at the TPM launching ceremony.

Step 2: Pilot Team building and meeting plan

This step needs a lot of care from management who build teams, as team
is a group of people who are jointly responsible for achieving a shared
goal. If one member fails then it can hinder the achievement of the
collective goal. Even if the members fulfill their individual roles but
they don't work in a cooperative manner, then they may not fulfill their
potential or achieve as much as they could. Moreover the pilot team will
work like a model for the rest of the teams to join so the members
selected should be highly motivated to learn and implement new ideas,
ready to adopt changes in working practices and should be made clear
about the goal. Share with them that the company is beginning a very
important event. Also tell them that TPM will allow them to make their
work easier, safer and more efficient. Tell them that in the new system,
the most important thing is their opinions, points of view and active
participation, and that those who decide to participate will receive
training that will allow them to have a bigger decision making role.
After sharing this information with them, ask them if it would interest
them to have the opportunity to participate. Only if their response is
affirmative, consider inviting them to the pilot group training.

Step 3: Launch a formal training program for selected

team
According to Jeffrey K. Liker (2004) “Teams do not do value added
work, Individuals do. The teams coordinate the work, motivate and learn
from each other. The teams suggest innovative ideas. Nevertheless, for
the most part, it is more efficient for the individuals to do the actual
detailed work necessary to produce a product”. So the individual
excellence and the team effectiveness should be balanced. For individual
excellence, a training program should be held for in depth understanding
of technical knowledge and a broad range of skills. Nakajima (1989)
mentioned that, to carry out the TPM activities, a company needs
persons with strong maintenance and equipment-related skills. This is
because one of the important goals of TPM is to raise workers’ skill
levels and this only can be done if there is thorough and continuous
training.

The training program should include the basic knowledge of

following:

• What is TPM?
A brief description about total productive maintenance, its advantages
and challenges to adopt it, implementation plan and how to measure
TPM, should be given.

• Knowledge about OEE

As being the true measure of TPM, operators should understand that
what is overall equipment effectiveness and how is it calculated.

• Knowledge about 5S
What are different 5S and how they are implemented systematically to
improve productivity, quality and safety?

• Categorization of losses into six big losses of OEE

It is extremely important that the operators should know the losses
categorically so that they can take care of each one of them.

• Knowledge about VSM (task time and bottle neck)

The current state value stream map should be shown to tell operators
about the bottleneck and cycle times at each station so that they can
work accordingly. The importance to know the exact task time should be
delivered to the operators.

• Knowledge about optimization of WIP (work in process)

• Basic training for preventive maintenance

“Cleaning is maintaining”. Everyday cleaning of equipment means

everyday monitoring of equipment. It works like condition monitoring.
Whenever there is a need for an equipment to be maintained is very easy
to find before breakdown.

Step 4: Establish basic TPM policies and quantifiable

goals
During the meetings the group should analyze the existing conditions
and set goals which are specific, measurable, realistic and time based. In
early weeks the improvements should be assessed on the basis of
trustable data. Ideas from the team members should be taken on further
improvements and discussed to come up with some goals for the next
meeting.
Step 5: Outline a detailed master deployment plan

After 3 months of start of pilot team, the team should develop a detailed
master plan for Diesel Fuel Pump Testing Machines in S.R.T.C.
Jammu & Choudhary Diesel Jammu . The group should also derive
a preliminary TPM implementation plan for KK line and the manual
line, if possible. The plan should take care of following things:

1. Revised training requirements for operators.

2. Revised preventive maintenance plan for S.R.T.C. Jammu &
Choudhary Diesel Jammu and preliminary preventive maintenance
plans for the rest of lines.
3. Need for new technology or equipment.

Step 6: TPM training (for one month) and Kick-off

According to the recommendations of pilot team, new teams should be
formed for each line and their training should be started. After a month
of training the official Kick off for TPM implementation for every line
should take place with a small ceremony to emphasize its importance.
This ceremony must involve people from higher management. The
training should include: basic knowledge aboutequipment for operators,
it can be internal training held by maintenance persons. After basic
training of employees, kick-off with the plan chalked out in step 5 by
making TPM teams on every line.

Step 7: Improvement effectiveness of each piece of

equipment
The teams should have weekly meeting in the beginning to analyze each
piece of equipment separately on the basis of collected data and make
recommendations for necessary improvements to be analyzed again at
next meeting. The meeting should work according to PDCA cycle:
which is Plan, Do, Check and Act.
Step 8:Develop an autonomous maintenance program
for operators
After 1 month of kick-off the teams should be able to make autonomous
maintenance1 plan for their lines which includes routine cleaning and
inspection that will help stabilize machine conditions.

Step 9: Develop a preventive maintenance plan

After 3 months of kick-off, review the preventive maintenance plan for

every equipment and change it accordingly.

Step 10: Follow ups and Continuous improvement

Refine measurement process; carry out scoping study, gap analysis and
accountabilities, periodically. Align short, medium and long-term goals
under a single change agenda/master plan.

5 AUTONOMOUS MAINTENANCE
TPM improves corporate business results and creates pleasant and
productive workplace by changing the way people think about and work
with equipment throughout the company. Autonomous maintenance
(maintenance performed by production department) is one of the most
important basic building blocks of TPM program.
Autonomous maintenance is an important TPM Pillar which emphasizes
the importance of the machine operator.
Historically, maintenance has been done by dedicated, highly skilled
employees. But machine operators are around the equipment all of the
time, and should be the first to identify oil/grease and air leaks and
vibrations because of lose nuts and bolts.
5.1 What operators can do?
So the operators should work closely together with the maintenance
people, and they can do this in 3 ways:
1. They can alert maintenance people
2. They can provide excellent information
3. They can perform routine maintenance
Autonomous Maintenance is a critical first step of TPM, and operators
must be trained to close the gap between them and the maintenance staff,
making it easier for both to work as one team.

5.2 Steps for AM implementation

Seven steps are implemented to progressively increase operator’s

knowledge, participation and responsibility for their equipment. The
steps start with the initial cleaning proceeding towards full self-
management. Steps 1 to 3 place priority on abolishing environments that
cause accelerated deterioration, reversing deterioration and establishing
and maintaining basic equipment conditions. The goals of these steps are
to get operators interested in their equipment and help them shake off
their self-image as mere button pushers or switch flickers. In steps 4 and
5, operators are taught about inspection procedures. The goals of these
steps are to reduce failures and develop operators who thoroughly
understand their equipment. Last two steps are designed to upgrade
autonomous maintenance and improvement activities by standardizing
systems and methods. The ultimate goal of these steps is a robust
organization and culture in which every workplace is full of self-
management.

1. Performing an initial cleaning and inspection

We have developed a list of daily and weekly inspection and cleaning

for each work station and the whole line as well, with the help of
maintenance persons. Eliminate dust and dirt from the main body of the
equipment. Expose irregularities such as minor defects, inaccessible
places and contamination sources. Eliminate unnecessary and seldom
used items and simplify the equipment.

2. Establishing cleaning and routine maintenance standards (checklist)

The list made by us should be reviewed by the TPM team and new
cleaning and maintenance standards should be set which should include
countermeasures for root causes of defects and cleaning routine of dusty
parts. Formulate work standards that help in maintaining cleaning,
lubrication and tightening levels with minimal time and effort.

3. Conducting a "standards and inspection" training

The training should emphasize on standards of inspection for example
the visual inspection of major parts, modification of equipment to aid
inspection, finding and fixing minor defects. Inspection manuals should
be developed and followed for the training.

4. Carrying out an autonomous equipment inspection

Cleaning, lubrication and inspection standards should be practiced to
maintain optimal equipment conditions. A review of equipment and
human factor should be carried out to fix problems.

5. Organization and standardization of the workplace

Improve work effectiveness, product quality and safety through work
place organization and housekeeping. Set and practice control standards
for raw material, WIP, tools and spare parts.

6. Continuous improvement of policies, standards and equipment

Pinpoint the weaknesses in equipment and give suggestions in meetings
to improve them to simplify the operations and increase reliability.
5.3 Benefits of AM
Autonomous maintenance will give the following main benefits:

1. The operators experience a sense of pride and ownership of their

machines.

2. Machines and work areas are safer and easier to work around.

3.Breakdowns, defects and other losses are reduced.

6 PROPOSED MODEL FOR DATA COLLECTION

Establishing a data collection model should be seen as a fundamental

step at the start of any improvement activity. The statistical analysis of a
data collection process is compulsory for the project teams to efficiently
and accurately measure and establish a baseline of current performance
and also quantifying later improvements. The reason behind a lot of
failed improvement projects is the lack of accurate and timely
information.
DESCRIPTION : To study about the diesel fuel pump tester
machine and its parts , so that we can implement TPM on it. By
implementing TPM on these machines overall profit and production of
the companies can be increased. We will also study about the
maintenance procedure of such machines in two different companies and
what losses they have to bear when there is breakdown in machines.
Some pictures of the diesel fuel pump testing machines are as under:

Figure 1:Changing of fuel oil( Calibration Oil )

in diesel fuel tester machine in Choudhary Diesels
Jammu.
Figure 2: Diesel Fuel Pump Tester Machine in S.R.T.C. Jammu.