Post on 04-Apr-2015
transcript
Haldia RefineryIndian Oil Corporation Limited
TPM POLICY
To encourage active involvement of all individuals of Haldia Refinery to achieve:
Zero Breakdown
Zero Accident
Zero Losses
Zero Abnormality, and
To maximize OPE (Overall Plant Effectiveness) by innovative ideas.
To ensure continuous improvement of plant, equipment & technologies and good
housekeeping.
To inculcate analytical attitude and ownership to become equipment and process
competent.
TOTAL PRODUCTIVE MAINTENENCE About TPM
TPM is a philosophy, which brings results when practiced. It achieves the optimum use of resources
and obtains best results. It is more than just a 'tool'. It is a holistic productivity improvement system
that drives the entire factory and work force. TPM implementation is characterized by
High quality of products serving consistently without increasing high costs
Excellent Corporate Culture
Self maintained work place (by everyone)
Elimination of losses related to man, material, machine and method
Makes impossible to possible. A miracle in factory management
Zero Breakdown, Zero Defects - the key to higher efficiency of machine / equipment.
Efficiency lies in spotting problems early and preventing losses of any kind
Optimal life and availability of tool closer to work place
Self-improvement
Productivity in indirect department
Optimum potential benefits of machines/ equipments achieved by enough synchronization
between various factors in an organization
Driven by common sense, use of brain at all levels
Simple approach triggering positive thoughts
Deeper top down involvement & commitment
Requires Focus, Deeper commitment, Repeated communication, Hard work & involvement
Motivates people to come together, builds team spirit with pride of ownership
WHY IT IS NECESSARY?
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-Pumps 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
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 in P Q C D S M (Productivity enhancement, Quality improvement, Cost control, Delivery in time, Safety and Morale)
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
Reducing sampling failure
Cost Control
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/ kaizen
Increased frequency of small group activity
Increased number of one-point lessons
Increased job satisfaction
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 and raises the knowledge level and skill level of employees. It encourages Team Spirit.
OBJECTIVE
To maximize overall equipment effectiveness (OEE) 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.
Employees are motivated, committed and excited to achieve Zero defect products Zero breakdown of equipment Zero customer complaints Zero accidents
Develops a highly positive and collaborative work culture.
Increases empowerment and team spirit
I can decide, I can do, I am empowered to do
Enhances reliability & flexibility of the plant
Results in reduction in wastage and losses
Enhances the profitability of the company
Brings proactive maintenance into force
ABOUT TPM PRACTICES TPM is practiced by 8 pillars and the various functions of management assigned into 8 pillars. Prior to the commencement of TPM practices the practice of 5’S’ is instituted. 5’S’
1 S Seiri (Sort out)
Identify the required and non-required items at workplace
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 everything and everything at its place
Arrange everything in a way you can retrieve quickly and keep them to their respective
place quickly
Frequently used items should be stored for easy retrieval 3 S Seiso (Shine)
Everyone should keep his/her work area clean and tidy
Everybody should take personal interest for cleanliness
Allocate specific time for cleaning in the daily work schedule
Adopt systematic approach for cleanliness
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 (RCM) 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 critically reviews an equipment or process at the design stage itself.
Optimizing life cycle costs, trouble free plant commissioning after construction,
maintenance prevention and trouble free process performance are achieved by Early
Management practices.
Office TPM brings improvements in the office areas. The Materials function is also covered
under Office TPM. The office is oriented to provide excellent support for operations. Office
systems are effectively organized.
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, Lubricating, Inspection, and Tightening/ Adjustment (CLIT/ CLITA) of the equipment on a daily basis.
Early discovery of abnormalities: While performing the above activities, operators use their sense and measurement tools to detect abnormalities as soon as they appear. Maintenance workers also conduct periodic diagnostic tests to check for abnormalities using specialized tools.
Prompt response:
Operators and maintenance staff respond immediately to abnormalities CLEANING THE EQUIPMENT MEANS:
1) Cleaning makes inspection easier 2) Inspection reveals abnormalities 3) Abnormalities can be restored or improved 4) Restoration and improvement produce positive effects
5) Positive effects lead to pride in the workplace SEVEN ACTIONS TO REACH THE TARGET OF ZERO BREAKDOWNS:
1) Prevent accelerated deterioration 2) Maintain basic equipment condition 3) Maintain operating conditions 4) Improve maintenance quality 5) Take repair work beyond quick fix measures 6) Correct design weaknesses 7) Learn as much as possible from each breakdown
TPM TERMINOLOGY KYE - Know Your Equipment
It means, Knowing equipment details Knowing process parameters Lubrication standards
OPE- Overall Plant Effectiveness: OPE is the Overall Plant Effectiveness and take into account plant availability, production losses and quality rate of the yield. It is an important indicator to understand the economics of operation of a plant and identification of areas of its improvement. Mathematically it is calculated as OPE = (Availability) X (Performance Rate) X (Quality Rate)
OEE – Overall Equipment Effectiveness
MTBF – Mean Time Between Failure
MTTR – Mean Time To Repair
OPL-One Point Lesson:
OPL is one of the most important tool for imparting Training and Education in which one lesson is
covered at a time. It is prepared on a sheet and discussed in small groups within 5-10 minutes. It can be
prepared in the following three categories:
1. Basic Knowledge Sheet: Point that must be known to all concerned
2. Trouble Case Sheet: Point that prevents the recurrence of troubles
3. Improvement Case Sheet: Point for improvement concept or method leading to positive results
It can be further described as a tool to communicate
1. Knowledge about equipment
2. Cases of problems and
3. Cases of improvements
OPL objectives are
1. To raise the knowledge and skill in short period of time
2. To have knowledge handy to be used any time they are needed
3. To encourage team work and
4. To raise the level of commitment in the operator / technician
How to Make OPL:
Kaizen:
“Kai” means change and “Zen” means good (for better). Basically kaizen is for small improvements.
Kaizen is carried out on a continual basis and involves all people in the organization. Kaizen leads to
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.
How to make Kaizen:
KAIZEN THEMES
Kaizen Theme - Senior Manager Level Kaizens
Kaizen Theme - Supervisor to Manager Level Kaizens
1 New Technology Introduction
1 To Reduce Equipment Breakdown
2 Process Modification
2 To Increase Equipment MTBF (Mean Time Between Failure)
3 Equipment Related Design Changes
3 To Decrease Equipment MTTR (Mean Time To Repair)
4 Improvement in OPE (Overall Plant Effectiveness = Plant Availability X Performance Rate X Quality Rate)
4 To Reduce Operating Cost
5 Layout Changes (Line Organisation Loss)
5 To Reduce Maintenance Cost
6 Cost Reduction/ Profit Maximization due to Crude/ Product Pattern Change
6 To Reduce Hydrocarbon Loss
7 To Increase Unit Throughput
7 To Reduce Steam Loss/ Steam Consumption
8 To Reduce MBN
8 To Reduce Water Loss/ Water Consumption
9 To Improve Distillate Yield
9 To Reduce Power Loss/ Power Consumption
10 To Reduce Fuel & Loss
10 To Reduce Lube Oil Loss/ Lube Oil Consumption
11 To Increase GRM
11 Improvement in OEE (Overall Equipment Effectiveness)
ETC…
12 To Reduce Inventory
13 To Reduce Yield Loss
Kaizen Theme - Operator-Technician Level Kaizens
14 To Reduce Shutdown Loss
1 Easy to Clean
15 To Reduce Unit Interruption
a) Provision of steam/ water/air facility nearby to ease cleaning..etc
16 To Reduce Sampling Failures
b) Provision of ceramic tiles etc at critical locations
17 To Eliminate Internal Customer Complaints
c) Collecting pots to capture leaks and route up to the drain..etc
ETC …
d) To re-route drain line up to funnel to avoid spillage … etc
2 Easy to Lubricate
Office TPM: Kaizen Theme/ NVA Ideas a) To facilitate the approach to lube oil top up point ..etc
Purchase Section
b) Lube oil level indicator visibility from top up point…etc
1 To Reduce File Retrieval Time
3 Easy to Inspect:
2 To Reduce Time for Floating RFQ
a) Visibility of all gauges & indicators from equipment foot mark
3 To Reduce PO Preparation Time
b) Re-locate/ orient gauges, Level gauges etc
4 To Reduce Time for TQ CQ
c) Visual Indicator of CW Flow etc
5 To Reduce Material Travel Time
d) Visual Indicator of Equipment Running Status etc
6 To Standardize File Coding System
e) Re-location of gauges from top floor to ground floor..etc
ETC…
4 Easy to Adjust / Adjustment Elimination
IS Department
a) Re-locate valve near the physical phenomenon indicator
1 To Strengthen Data Security System
5 Easy to Tighten/ Retighten
2 To Strengthen Network Security System
6 Reduction in steam/ water/ lube oil consumption/ hydrocarbon loss
3 To Strengthen Application Security System
7 Operating Cost Reduction
4 To Strengthen Antivirus Security System
8 Equipment/ Piping isolation provision during running unit
5 To Increase Reliability of Links
ETC…
6 To Strengthen Haldia Refinery LAN System
7 To Update PC, Printer, Xerox Machine, Scanner etc
Office TPM: Kaizen Theme/ NVA Ideas
8 To Strengthen Hardware Repair/ Service System
Stores
9 To Strength Periodic Maintenance System
1 To Reduce Non Moving Inventory
ETC…
2 To Utilize Vertical Space
HR
3 To Optimize Inventory Levels
1 To Increase Manpower Saving
4 To Reduce Material Issue Time
2 To Reduce Vehicle Pass Renewal Time
5 To Implement Easy to Count Method
3 To Reduce Mobile Bill Processing Time
Autonomous Maintenance (Jishu Hozen)
The Purpose of Autonomous Maintenance:
1) It brings production and maintenance people together to accomplish a common goal - to stabilize equipment conditions and stop accelerated deterioration.
2) It is designed to help operators learn more about how their equipment functions, what common problems can occur and why and how these problems can be prevented by early detection and treatment of abnormal conditions.
3) It prepares operators to be active partners with maintenance and engineering personnel in improving the overall performance and reliability of equipment.
Some of the skills operators use frequently:
1) The ability to detect, correct, and prevent equipment abnormalities and make improvements that includes understanding the importance of proper lubrication, correct lubrication methods and methods for checking lubrication.
2) Cleaning (inspection) and proper cleaning methods
3) Improving operation and maintenance procedures to prevent abnormalities and facilitate their prompt detection.
4) The ability to understand equipment functions and mechanisms and the ability to detect causes of abnormalities.
5) Knowing what to look for when checking mechanisms.
6) Understanding the relation between special causes and abnormalities.
7) The ability to understand the relationship between equipment and product quality.
8) Knowing how to conduct a physical analysis of a problem.
9) Understanding the causes of breakdowns.
Implementing Autonomous Maintenance in Seven Steps
- Autonomous maintenance is implemented with the following preliminary step (0) and seven
6 To Implement FIFO Concept
4 To Reduce LTC Bill Processing Time
7 To Reduce Material Waiting Time in Receipt Section
5 To Reduce TA-DA Claim Processing Time
8 To Reduce Inventory
ETC…
ETC…
Finance
1 To Reduce Vendor Payment Time
2 To Reduce Employee Payment Time
3 To Reduce File Concurrence Time
4 To Increase Customer Satisfaction
5 To Standardize File Coding System
ETC…
Jishu Hozen Development steps.
Step 0: Preliminary Step (Know your Equipment – KYE and 5’S’)
Step 1: Thorough cleaning of equipments to expose abnormalities
Step 2: Identify and eliminate sources of contamination. Make inaccessible places accessible for cleaning.
Step 3: Establish standards for cleaning, lubrication, inspection and tightening
Step 4: Conduct general equipment inspection (daily check list). Training and development towards equipment competency.
Step 5: Perform general process inspection and review visual standards.
Step 6: Systematic autonomous maintenance. Establishment of quality maintenance system.
Step 7: Practice full self-management (Advanced improvement activities)
Step 0: Know Your Equipment and 5’S’
Step 1: Initial Cleaning:
1. Thoroughly remove dust and contaminants from equipment.
2. Use all our senses to detect looseness, vibration, wears, misalignment, abnormal noise, overheating and oil leaks etc.
3. Initial cleaning expose hidden abnormalities and helps in understanding how various parts function.
4. Find the sources of contamination: If the equipment becomes dirty soon after cleaning, look for the source of contamination.
5. Correct problems whenever possible:
When an operator finds an abnormality and tags its location. The operator then needs to figure out which abnormalities they can correct themselves and which must be looked into by a
maintenance group.
Step 2: Identify and eliminate sources of contamination. Make inaccessible places accessible for cleaning.
1. In this step the operators make cleaning and inspecting easier by controlling the sources of dust and other
forms of contamination they found during initial cleaning.
2. Control the sources of dust.
3. Make cleaning and inspection easier.
4. Stop contamination at its source.
5. Improve accessibility of areas that hard to clean and lubricate. Review time required for cleaning and
lubrication.
6. In this step Kaizen (small improvements) are made by the operator himself.
7. Prepare tentative standards for cleaning and oiling based on improvement cases.
Step 3: Establish standards for cleaning, lubrication, inspection and tightening
1. Prepare standard for cleaning, lubrication, inspecting and tightening.
2. Introduce visual inspection to make checking efficiently and correctly.
Visual Controls
- Equipment name, no., and make.
- Put match marks on nuts and bolts
- Indicate operating ranges in instruments
- Lubricating oil levels
- Direction of rotation
- Pipes flow direction and pipeline color coding
- On / off indication on valves and switches.
Step 4: Conduct general equipment inspection (daily check list). Training and development towards equipment competency.
Developing equipment competent operators:
1. Develop the operator to do minor maintenance jobs requiring urgent attention.
2. Develop the operator alertness i.e. human senses (i.e. seeing, hearing, touching etc)
3. Develop the operator to learn about all aspects of their equipment such as equipment function, construction, and operating principles.
4. Training on KYE (Know Your Equipment)
Preparation for General Inspection Training:
1. Prepare General Inspection items, such as pumps, compressors, valves, heat exchangers etc.
2. Basic functional elements such as nuts, bolts, lubrication system, drive system, electrical system
and instrumentation etc.
3. Prepare general inspection manuals. It should list out and describe the basic functions and
structure of the equipment to be inspected. It should list out abnormal behavior patterns of the
equipment and appropriate actions to be taken when abnormalities are discovered.
4. Hands on training in correct tightening of nuts, bolts, and proper inserting of gland packing.
Implementation of General Inspection
1. All the operators to be trained by relay teaching method. Maintenance Group -> Operation
Team leader -> Operation Team members
2. Relay teaching in the form of hands on experience not class room instructions.
3. Evaluation of individual skills in relation to the general inspection and provide further training
as needed.
4. Audit all the general inspection items to check for improvement in equipment reliability.
Step 5: Perform general process inspection and review visual standards.
To improve operator skill to ensure process competent operator and improve operation reliability.
To improve stability and safety of the entire process by operating correctly.
1. Educate the operator for correct operation of process and trouble shooting.
2. Develop ability to detect signs of abnormality to prevent BD
3. Teach the relationship between physical properties of material and parts to be processed.
4. Teach how the process takes place from the material into product.
5. Prepare general inspection and troubleshooting manual
6. Prepare material and energy balance
7. Prepare basic chemical engineering lessons sheets.
Implementing process inspection
1. Educate through relay teaching method Process Group --> Operation Group leader -->
Operation Team member
2. Provide on job training on correct adjustment and controlling method.
3. Assess operator skills by individual tests and follow up training where necessary.
Step 6: Systematic autonomous maintenance. Establishment of quality maintenance
system.
1. The new standard procedure should not conflict with provisional inspection items that influence product quality.
2. No inspection should be omitted.
3. The manuals and other standards to be updated using information gathered not only from the autonomous maintenance activity but also from quality assurance and breakdown analysis activity.
4. Establish a system of self-management for work place spares, tools, work in progress, finished products, data, etc.
5. Establish a quality maintenance system.
6. Select planned maintenance equipment through equipment evaluation.
7. Prepare allocation responsibility for process and maintenance.
8. Standardize various workplace regulations. Improve work effectiveness, product quality and the safety of the environment.
9. Collecting and recording data
10. Implement visual control system through the work place.
Step 7: Practice full self-management (Advanced improvement activities)
1. Engage company goals in continuous improvement activities.
2. Increase awareness of management objectives and make everyone thoroughly loss consciousness (including maintenance cost).
3. Continuous improvement in facilitating ease of inspection
4. Recording and analysis of MTBF and MTTR data for improving failure analysis
5. oil and grease usage,
6. Operators should make a habit of thinking analytically in dealing with quality problem.
7. OPL and Kaizen generation as continuous process
8. Zero accident, Zero breakdown, Zero defect
9. Further reduction in operating cost
10. High OEE and OPE
11. Higher level of production technology
Focused Improvement (Kobetsu Kaizen)
Focused Improvement is an activity by a multi-functional group, focusing on specific problems. Focused improvement aims at maximizing the overall effectiveness of equipment, processes and plants through elimination of losses and improvement in performance.
As people get bogged down in routine activities and problems, there is no focus on solving difficult problems. As a result loss and waste continue to build up. A multi functional Focused improvement circle helps to capture focus and thrash out the problem.
Focused Improvement in practice
The improvement teams should prepare in the following ways:
Understand fully the significance of losses.
Understand the production process including its basic theoretical principles.
Gather data on failures, trouble and losses and plot these over time.
Clarify the basic conditions necessary to assure proper functioning of equipment and define clearly what factors contribute to its optimal state.
Understand the necessary techniques for analyzing and reducing failures and losses.
Observe the workplace closer to discover what is actually happening.
Step by Step procedure for Focused Improvement:
Step 0: Select improvement topic
1. Select topic
2. Form team
3. Plan activities
Step 1: Understand situation
1. Identify bottleneck processes
2. Measure failures, defects and other losses
3. Use baselines to set targets
Step 2: Expose and eliminate abnormalities
1. Painstakingly expose all abnormalities
2. Restore deterioration and correct minor flaws 3. Establish basic equipment conditions
Step 3: Analyze causes
1. Stratify and analyze losses - Prepare Loss Cost Tree and Cost Loss Tree 2. Apply analytical techniques (PM analysis, FTA-Fault Tree Analysis etc) 3. Employ specific technology, fabricate prototypes, conduct experiments
Step 4: Plan Improvement
1. Draft improvement proposals and prepare drawings 2. Compare cost effectiveness of alternate proposals and compile budget 3. Consider possible harmful effects and disadvantages
Step 5: Implement improvement
1. Carryout improvement plan 2. Practice early management (perform test operation and formal acceptance) 3. Provide instruction on improved equipment, operating methods, etc
Step 6: Check Results
1. Evaluate results with time as improvement project proceeds 2. Check whether targets have been achieved 3. If not, begin again from Step 3 (analyze causes)
Step 7: Consolidate gains
1. Draw up control standards to sustain results 2. Formulate work standards and manuals 3. Feed information back to maintenance prevention program
Planned Maintenance (Kei Kaku Hozen)
Planned Maintenance is the specialized maintenance carried out by the Maintenance department. Planned Maintenance needs the support of the Autonomous Maintenance by production department.
The goals of Planned Maintenance are to eliminate equipment failures and process problems and minimize losses.
An efficient Planned Maintenance program combines the techniques of Preventive Maintenance (PM), Time Based Maintenance (TBM), Condition Based Maintenance (CBM) and Breakdown Maintenance (BM) as rationally as possible.
Procedures that are required for the Planned Maintenance program are Reliability Centered Maintenance- (RCM), Failure Mode and Effect Analysis (FMEA), Root Cause Analysis (RCA) etc
Steps in practicing Planned Maintenance:
Step 1: Evaluate equipment and understand situation
1. Prepare and update equipment logs
2. Evaluate equipment - establish evaluation criteria, prioritize equipment and select PM
equipment and components
3. Define failure ranks
4. Understand situation: measure number, frequency and severity of failures and minor
stops, MTBF, maintenance costs, breakdown maintenance rates etc
5. Set maintenance goals (indicators, methods of measuring results)
Step 2: Reverse deterioration and correct weakness
1. Establish basic conditions, reverse deterioration and abolish environments causing accelerated deterioration (support autonomous maintenance)
2. Conduct focused improvement activities to correct weaknesses and extend life times
3. Take measures to prevent identical or similar major failures from occurring
4. Introduce improvements to reduce process failures
Step 3: Build an information management system
1. Build a failure data management system
2. Build an equipment maintenance management system (machine history control, maintenance
planning, inspection planning, etc)
3. Build an equipment budget management system
4. Build systems for controlling spare parts, drawings, technical data, etc
Step 4: Build a periodic maintenance system
1. Prepare for periodic maintenance (control standby units, spare parts, measuring instruments, lubricants, drawings, technical data, etc)
2. Prepare periodic maintenance system flow diagram
3. Select equipment and components to be maintained and formulate a maintenance plan
4. Prepare or update standards (materials standards, work standards, inspection standards, acceptance standards, etc)
5. Improve shutdown maintenance efficiency and strengthen control of subcontracted work.
Step 5: Build a predictive maintenance system
1. Introduce equipment diagnostics (train diagnosticians, purchase diagnostic equipment, etc)
2. Prepare predictive maintenance system flow diagram
3. Select equipment and components for predictive maintenance and extend gradually to all equipments
4. Develop diagnostic equipment and technology
Step 6: Evaluate the planned maintenance system
1. Evaluate the planned maintenance system
2. Evaluate reliability improvement: number of failures and minor stops, MTBF,
failure frequency, etc
3. Evaluate maintainability improvement: periodic maintenance rate, predictive
maintenance rate, MTTR etc
4. Evaluate cost savings: decrease in maintenance expenditures, improvement in
distribution of maintenance funds
Early Management
Early Management is a procedure to critically review an equipment or process at the design stage itself. Optimizing life cycle costs, trouble free plant commissioning after construction, maintenance prevention and trouble free process performance are achieved by Early Management practices.
The life cycle cost (LCC) of an equipment or system is its total cost during the whole of its life. It is the sum of the direct, indirect, recurring, nonrecurring and other related costs during the design, development, construction, operation, and maintenance.
Life cycle costing is a systematic decision making technique that incorporates life-cycle cost as a parameter at the design stage, performing all possible tradeoffs to ensure an economic life-cycle cost for the equipment or system.
Maintenance Prevention design activity minimizes future maintenance costs and deterioration losses of new equipment by taking into account maintenance data on current equipment & the new technology and designing for high reliability, maintainability, operability and safety.
Steps in practicing Early Maintenance:
Step 1: Investigate and analyze the existing situation
1. Plot the current development management work flow
2. Identify problems in the flow
3. Clarify the mechanisms employed to prevent predicted problems at each commissioning
stage.
4. Establish what problems occurred during pilot production, test operation and full-scale
startup and what corrective actions were taken
5. Identify any delays that occurred during pilot production, test operation and full-scale
start up
6. Collect the available information pertaining to designing equipment and systems with
high levels of usability, manufacturability, ease of quality assurance, maintainability,
reliability and safety
Step 2: Build an improved Early Management system
1. Investigate and outline the basic structure of the Early Management system required and define its scope of application
2. Investigate and establish a system for accumulating and using the information required for Early Management
3. Design or revise the standards and forms needed for operating the systems in 1 and 2
Step 3: Debug the new system and provide training
Initiate model projects to enhance the system and improve everyone's performance. Select enough
topics for designers to experience the new system and ensure that the topics are within the designers' capabilities.
1. Evolve the activities step-by-step for Early Management phase and each topic.
2. At the same time, train people in the standard techniques required to implement the new system.
3. At each step, evaluate the new system in terms of how well people understand it, how skillfully they use the techniques, how well the feedback works and so on.
4. Use the results of this evaluation to augment or modify the system and the various standards and documents.
5. Documents the benefits gained by using the system.
Step 4: Apply the new system comprehensively
1. Expand the scope of application of new system to all areas
2. Optimize life cycle costing and enhance the use of information in Maintenance Prevention
design
3. Identify problems that occur at each Early Management stage when the new system is
followed. Rectify the problems at the early stages and try to achieve vertical start up.
Quality Maintenance (Hinshitsu Hozen) 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. Assess 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 like HR, Finance, IS, Time Office, Conference Rooms, Guest Houses, Canteen, Hospital etc. Material department (Purchase and Stores) functions are 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. Administrative Focused Improvement
1. Clarify the subject
2. Identify relationships and isolate problems
3. Identify and prioritize improvement topics
4. Formulate basic improvement concept
5. Implement improvement
Administrative Autonomous Maintenance
The Administrative AM are practices for bringing improvements in the Administrative Function as well as Administrative Environment.
1. Do initial cleaning and stocktaking Eliminate unneeded items and remove dust and dirt Rearrange office equipment for better efficiency Review workflow Review filing and storage Utilization of vertical space Inventory control activities, FIFO (First In First Out) concept in stores
2. Identify and address problems Look for hidden, unnoticed and overlooked faults Identify and eliminate losses and NVAs (Non-Value Added activities) Tackle problems with organizing, retrieval and using filed data
3. Tackle contamination sources Eliminate sources of dirt, dust, trash and losses Make hard to inspect places more accessible
4. Prepare standards and manuals Formulate action standards that support systematic cleaning, checking and loss
prevention. Formulate effective filing system
5. Educate and Train 6. Perform general inspection
Use formulated checking standards and carryout inspection Enhance visual control
7. Establish full self-management Maintain and control Standardize and institutionalize improvements
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 Workplace activities Employee morale
Checklist for Office TPM - AM
Applies to all areas, individual rooms, common areas, and conference rooms, canteen, reception and
materials management areas.
1. Is there any clutter / unwanted materials, lying in the office?
2. Are there loose papers without filing?
3. Are the files labeled, indexed and neatly arranged?
4. Is the retrieval time for files below 30 seconds?
5. Is the retrieval time for filed paper / documents less than 1 minute?
6. Is the table, office equipment free of dust / dirt?
7. Are the table drawers, cupboards neatly arranged? Do they contain any unwanted material?
8. Are the windows, curtains, sills, shelves, corners, grills and concealed places clean?
9. Has Visual Management been done in the office? Are the locations of important things clearly
designated?
10. Is there any wasteful movement of things in the office?
11. Are there any activities that do not add value and can be eliminated?
12. Are there any obstructions to movement in the office?
13. Can the arrangement of furniture / equipment be improved to get better office space?
14. Are there any potential safety hazards in the office?
15. Is the personal computer maintained well?
16. Are the photocopiers maintained well?
17. Is the communication equipment maintained well?
18. Are the electrical fittings in proper order?
19. Are the floors clean?
20. Is there any rodent / insect menace in the office?
21. Are conference rooms convenient? Are there any improvements needed?
22. Are the canteens and kitchens kept clean & hygienic?
23. Are there flies in the canteen?
24. Do the canteens / tearooms have bad odor?
Education & Training
Education & Training pillar establishes education and training system designed to maximize potential of employees. Multi skilled employees, uniformity of work practices, zero accidents & zero breakdowns can be achieved.
Education & Training programs are made to systematically give both theoretical and practical training, so the Equipment-Competent Operators and Process-Competent Maintenance Personnel are developed.
Steps to develop Operating and Maintenance skills
1. Evaluate the current training program and set policy and priority strategies
2. Design a program for improving operating and maintenance skills
3. Implement operating and maintenance skills training
4. Design and develop a skill development system
5. Foster an environment that encourages self-development
6. Evaluate the activities and plan for the future
Safety Health & Environment
Safety, Health and Environment has procedures focused on equipment processes and people, towards achieving zero accident and zero health hazards.
To eliminate accidents and pollution, specific steps are taken to strengthen the organization and management of both people and equipment. Employees are made safety conscious and equipment is attended to eliminate potential safety hazards.
A companywide management system that can support, promote and direct the creation of safe, pollution free, hospitable workplaces have to be put in place.
Steps to eliminate accidents and pollution:
Steps 1-3: Establish basic safety requirement
Step 1: As part of initial cleaning, detect and correct any problems that might affect safety or the environment.
Step 2: Sources of contamination are a threat to safety and pollution. Eliminate sources of contamination and work towards achieving "Zero Leak".
Step 3: Include key safety procedures in cleaning and inspection standards.
Steps 4-5: Develop equipment and Process competent people
The more people know of their equipment and processes, the more safely they can work. Link safety education & training to skills training through the use of accident case studies. The number of accidents rises in proportion to the number of minor stoppages, near misses & unsafe conditions and acts; so attack accidents and problems by enhancing condition monitoring of equipment and plant.
Steps 6-7: Consolidation
Take each step in turn, without rushing or omitting anything, until everyone becomes confident and knowledgeable about safety.
CONCLUSION
TPM in refinery brings a radical change in work culture, increased efficiency, and speed of processing and ultimately improves the morale & commitment of the employees resulting in higher profitability. Thus it is the need of the hour to inculcate the habit of practicing TPM & make it way of life.
TPM IS OUR CULTURE AND
SAFETY IS OUR RELIGION
8 Pillars of TPM
Au
ton
om
ou
s M
ain
ten
ance
Focu
sed
Imp
rove
me
nt
Pla
nn
ed
Mai
nte
nan
ce
Qu
alit
y M
ain
ten
ance
Earl
y M
anag
em
en
t
Edu
cati
on
& T
rain
ing
Saf
ety,
Hea
lth
& E
nvi
ron
men
t
Off
ice
TP
M
FI
Haldia
Refinery
AMPM QM
EM E&T SHE OTPM
320 Million
2002 Million
2183 Million
280 Million12.93 Million
867 Million
3478 Million
419 Million
All figures in Million Rupees
9143 Million Rupees