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

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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