TPM Introduction

Developmental stages of TPM

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Evolution of TPM

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TPM’s Origin at Nippondenso

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• TPM aims to create a system that maximises the overall efficiency of the production system

• TPM creates systems for preventing the occurrence of all losses . This includes systems for realizing “Zero accidents ,Zero defects and zero failures” in the entire life cycle of the production system

• TPM is applied in all functions - production , development , supply chain , HR etc

• TPM is based on participation of all members - top management to front line employees

• TPM achieved zero losses thru overlapping small group activities

What is TPM ?

Origin of “PQCDSM”

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TPM Implementation - Twelve steps Stage Step

1. Announce top management decision to introduce TPM

2. Launch education and campaign to introduce TPM

3. Create organisations to promote TPM

4. Establish basic TPM policies and goals

Pre

para

tory

pha

se

5. Formulate master plan for TPM development

Start of Introduction 6. Hold TPM Kick-off

7. Improve effectiveness of each piece of equipment

8. Develop an autonomous maintenance programme

9. Develop a scheduled maintenance programme for the maintenance department

10. Conduct training to improve operation and maintenance skills

Exe

cutio

n or

impl

emen

tatio

n

11. Develop early equipment management programme

Stabilization 12. Perfect TPM implementation and raise TPM levels

Stage StepQ1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

1

2

3

4

5

Beg

inni

ng

of

intr

oduc

tion

6

7

7.1 Individual Improvement

7.2 Autonomous Maintenance

7.3 Planned Maintenance

7.4 Education and Training

8

9

10

11

Ste

ady

App

licat

ion

12 Application for TM Award

2002 2003

Drafting of Master Plan

Kick Off

2000 2001

Establishing systems for improvement in production

TPM Implementation Master Plan VDL

Pre

para

tion

for

Intr

oduc

tion

Act

ual

Intr

oduc

tion

Description

Declaration ceremony of TPM

Introduction

TPM Promotion Organization

Setting Basic Policy & Target

Safety Health and Environment

Initial Flow Control

Hinshitsu Hozen activities

Office TPM

Pre Audit

5 “S ”

T P MEIGHT PILLARS

EDUCAT TI RO A N I

NA IN ND G

KOBETSU K

AIZEN

OFFICE

TPM

EARLY

MGT.

SAFETY

&

ENV.

QUALITY

MAINT

PLANNED

MAINT

JISHU

HOZEN

• Clearing

• Organising

• Cleaning

• Standardising

• Discipline

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Foundations of TPM5S

A 5S Desk A 5S Stationary Box

Record Room Records Storage

A Storage area for Chemicals

Before After

Before After

• Carrying out Kaizens aiming at elimination of 16 major losses to improve production efficiency

• Losses -• 8 Equipment related Startup , Setup / Adjustment , Changeover , Minor stoppage Speed losses , equipment breakdown , defects and shutdown• 5 Manpower related Management, Motion , Line organisation , Failure to automate and measurement & adjustment• 3 Resources related Yield , Energy , Die / Jigs /Tools

Kobetsu Kaizen

Kobetsu Kaizen - 10 Step Approach

Select Model Equipment , Line or

Process

Organise Project Team

Understand present Losses

Set improvement theme and target

Draft Improvement Plan

Perform analysis and evaluate

countermeasures

Implement Improvement

Confirm Results

Confirm Results Take measures to prevent

recurrence

Horizontal replication

Big Nose Increase speed of Bignose machine Sandeep Binay, Sachin, Sharan

Big Nose Improve manpower productivity Sandeep Sharan, Upendra, Sanjay, Tushar

Big Nose Reduce Noise level Sandeep

Big Nose Implement JH step 4 by Feb 2003 Sandeep

Big Nose Reduce giveaway in bignose Sandeep

Big Nose Reduce bignose laminate wastage Sandeep

Big Nose Implement Jh step 4and 5 on Bignose machine Sandeep Upendra, Sanjay,

Tushar, Rathod

0

20

40

60

80

100

Reduction in inner laminate wastage

% 11.1 3 2.5 2

Wastage due to paper out problem % 3 1 1 0.5Wastage due to pouch placement % 3 1 1 0.5Roll Change % 1.1 0.5 0.2 0.1Spout fitting / Sealing Problem % 4 0.5 0.3 0.3

Reduction in outer laminate wastage

% 4.8 2 1.5 1Pouch Placement % 1.17 0.49 0.37 0Sealing % 1.06 0.44 0.33 0Photocell correction % 0.67 0.28 0.21 0Paper out % 0.60 0.25 0.19 0Cutting % 0.56 0.23 0.18 0Paper sticking % 0.74 0.31 0.23 0

Improvement in Availability % 87 90 93 95

Improvement in Performance Efficiency

% 82 85 90 95

Improvement in ROQP % 99 99.3 99.5 99.5

Reduce format changeover time Min 94278 65994.6 46196.22 32337.354

Reduce product changeover time Min 59501 35700.6 21420.36 12852.216

Stock - out reduction Min 58241 34944.6 20966.76 12580.056

Reduction in gross capital employment

Rs.Lakh 22 55 105 145

B 1.1 Mounting ro ller

B 1.3 Tension arm assembly

B 1.5 Adjusting roller

B 1.2 Guide ro ller

B1.4 Tension roller

B 1.6 Guide bearing

B 1.7Fould box

B 1.10 Side guard

A 1 Outer laminate

A 2 Pouch

B 2.1 Pusher

B2.2Fould Box plate

B2.3 Outer laminate

B 1 .13 End sealer

32202916212420571886

2001200

22003200

BMMQ-02

JQ-02

SQ-02

DQ-02

2003

man

hrs

ActualTarget

Future Plan.

1. Modify the cutter of Hassia 2 from simple Bladeto a better one to increase the life of the cutter.

2. Rectify the Web Controlling unit for itsmaximum utilization.

ACTION/FEEDBACK TO EQUIPMENT DESIGN

Equipment :Sachet m/c.Destination section : Subham Packaging,FaridabadAccepting Department : Subham Packaging,Faridabad

Production Engineering Section : Production

Prepared by : B.Sharma

Date : 15.08.02

At time of :Specification Concept

Basic DesignDetail Design

No. Date SourceA PriorltyB Problem/Request Action Date Action C Cause D Result Feed to E Details Person

resp.Remark

1 20.07.02 Designdept.(Ext

ernal

Incorporation

mandatory

Mounting holein the sprocketgetting oblong

DesignModif iedused duplexsprocket

01.07.02 ModifyStructure

Specification Change

ZeroFailure

This Machine/Subsequntand SimIlar

Models

Improve

reliability

BinaySharma

1. Fabrication dept, ( in house )

2. Fabrication dept. ( External )

3. Design dept. ( In house )

4. Design dept. (Esternal )

5. User dept.

1. Incorporation

2. Incorporation as faras possible

3. Referance requested

1. Modify structure./mechanism

2. Modify action / function

3. Modify control circuirty

4. Modify surface / heat treat

5. Modify mater ial/shape

A. Information source B. Priorty C. Action D. CationE . Feed backdest ination

1. Planning error

2. Design error

3. Fabrication error

4. Specificaton change

1. This machineonly

2. This machine /subsequent models

3. This machine /subsequent andsimilar moels

1. Increase process capacity

2. Increase capacity

3. Improve reliablity

4. Improve maintainabil

5. Improve cost- effectiveness

6.

7. Improve operatabiliyy

F.Feed back details

After

Before

Singlesprocket

Duplexsprocket

1

2

3

4

5

6

7

8

9

10

• Lack of ownership of operators of their machines• Lack of knowledge about the operating mechanism of machines• Large Nos of defective Tablets• Low operational reliability

Jishu Hozen

I RUN IT, YOU FIX IT

I RUN IT, I FIX IT

JH CONCEPT

• Inculcate ownership of machines by Operators• Develop machine competent Operators• Increase morale of employees

APPROACH

• The 7 STEP approach of Jishu Hozen by JIPM

!7 -8 % 7 -8 -8 9 �& 8 : ��& ; 8 �:,< -�!:8 % �=>�& 8 :�:?@

JISHU HOZEN

WORKPLACE ORGANIZATION AND HOUSEKEEPING-STANDARDIZATION

GENERAL INSPECTION

AUTONOMOUS INSPECTION

FULLY IMPLENMENTED AUTONOMOUS MAINTENANCE PROGRAM

SAFETY

INITIAL CLEANING

ELIMINATE SOURCES OF CONTAMINATION AND INACCESSABLE AREAS

CREATION AND MAINTENANCE OFCLEANING AND LUBRICATION STANDARDS

01

2

3

4

5

6

7

Countermeasures against forced deterioration

In a hard to clean & maintain area, forced deterioration caused breakdowns. Rerouting of pipes made cleaning, maintenance & inspection easier

BEFORE AFTER

AFTERAFTER

BEFOREBEFORE

AFTER

BEFORE

KAIZEN : For easy inspection

IDENTIFICATION OF BLOWER RUNNING

IDENTIFICATION OFWORKING RANGE

ROLL MILL GAP ADJUSTMENT

POSITIONING OF MIXER TROLLY & WEIGH HOPPER

AUTONOMOUS MAINTENANCE DEVELOPMENT

REGULATING THE FLOW MOTOR & CONVEYOR RUNNING STATUS

Visual Control Systems

DIRECTION ARROWS

VCS for motion of Spiral conveyorPipe line naming & valve marking

Ref.: 5 - 21

• Realize efficiency in maintenance department to eliminate 6 major losses

• Increase in MTBF and reduction in MTTR.

• Gradual move from Breakdown maintenance to Corrective maintenance to Preventive maintenance to Predictive maintenance

Planned Maintenance

Practice preventive maintenance(PM)based on maintenance calendar

Select maintenance method

Draft standard equipment maintenance procedure

Failure Reduction Activity

ESTABLISHMENT OF PLANNED MAINTENANCE SYSTEM

Rank equipment criticality

Select the equipment parts to be maintained

8 Pillars in Maintenance Activities Activity Aim MQ 03 JQ SQ DQ MQ'04 JQ

1 Support and guidance for Jishu-Hozen activities

Early improvement of fugai and faulty places of Jishu-Hozen activities

Support of maintenance skill enhancement of Jishu-

2 Zero Failure activitiesReduce failures of entire plant to less that 10 %

Thoroughly implement measures to prevent recurrance

3 Establishment of planned maintenance structure

Review maintenance management systemClassify equipment improtanceEfficient implementation such as maintenance planning

4 Lubrication Management activities

Eliminate failures caused by lubrication failureConsolidate oil types and reduce consumption and storage space

5 Spare parts management activites

Cost reduction in dispensing , replenishment and managementReduce to a necssary minimum types

6Maintenance cost management activities

Establish system enabling actions for maintenance cost reduction

7Research of Predictive Maintenance Improve SDM

Restore equipment functions and performance to assure operation till next time-based maintenanceFrom (TBM & BM )to CBM &TBM)Shorter SDM period

8Enhancement of maintenance technology and skills

Predcitive maintenance diagnostic technology and skills and analytical techniques can ce handled

Control of Generating

Support of 4 -evil

Standard Lubrication

Implement visual controls etc

Train Train maintenance

History Cards & B/d froms

Meeting w ith J-H

MTBF analysis

FMEA and PM analysis

Prepare and implement TBM and CBM schedule

Implement and Monitor TBM and CBM

Classif ication of equipment

Preperation of BC Panels

Establish Lubrication Standard

Unilfy Oil types

systemize Purchasing

Install Oil Station

KANBAN

Review Spares Criteria

Systemize purchasing systrem

Implement Maint. Cost Management System

Implement and grasp maint. Cost stratif ication management

Establish and execute SDM

Research of predictive maintenance and move

Shorten SDM

Establish Training porgram w ith Vendors, inhouse training etc.

8- PILLAR JIPM APPROACH TO

PLANNED MAINTENANCE

Degree of deterioration

TBM

Breakdown

Forced deterioration

Life extended 1

Life extended 2

Kaizen on weaknesses(CM)

Inspection

Restoration

Standard

Limit line

TimeNakano San’s Philosphy - Concept of Zero breakdown

Predictive maintenance

(measurem

ent diagnosis of deterioration)

RESTORATION

BASIC CONDITION20KM/L

DETERIORATION10KM/L

IMPROVEMENT25KM/L

� EARLY MANAGEMENT� KAIZEN

� JH ACTIVITIES� PLANNED MAINT.� E & T� KAIZEN

RESTORATION

� JH ACTIVITIES� PLANNED MAINT.

• Shortens trials period for new products introduction (Early Product Management) and achieve First Time

Right

• Design machines - easy to operate and process easy to run (Early Equipment Management) and achieve Vertical startup.

Initial Flow Control

• Achieve zero defects through required equipment maintenance

• Establish conditions that will prevent the occurrence of defects

• Control conditions that will cause defects.

Hinshitshu Hozen

• To Raise skill level of employees through TPM activities• Promotion of TPM activities

Education & Training

Office TPM• Render service and support functions to manufacturing

departments with zero defect.

SHE• Aim - Zero accident and zero pollution

Tools & Techniques

• Why-Why (WW) analysis.• Why Why Because Logical Analysis (WWBLA)• Physical - Phenomena Mechanism (PM) Analysis• Eliminate Combine Reduce Simplify (ECRS)• Industrial Engineering Techniques (IE)• One Point Lessons (OPL)

��������Equipment : Guillotine cutter

Problem :Bar cutting cylinder does not operate smoothly on Startup day (Monday )

Why Answer Action

Why is operation not smooth Moisture in Air line Remove the moisture

Why moisture in cylinderNo filter provided in air line Provided filter

Why excess moisture on start up only

Air drier not switched on after Switched on Air drierstarting air compressor

Why air compressor not switched on Electrician forgot Instruct the electrician

Why electrician forget No interlock between Interlock the Air drier and compressor and Air drier compressor

Why Why Analysis

WWBLA Analysis

PM Analysis

Last Bottle Out First Bottle Out

Product Changeover Time

Internal Activity

More Parallel Tasks

ExternalActivity

ExternalActivity

ECRS : SMED technique

Plan and organize in advance

Work together

Suppress adjustment and trials

ECRS : SMED technique

Packer table made adjustable

Before After

Use of Industrial Engineering – Motion study

Use of One Point Lessons

Hindustan Lever Limited - Khamgaon Factory

TPM - One Point Lesson

DateThe

me

Cla

ssif

icat

ion

No

Basic Knowledge

Improvement Cases

Trouble Cases

DeptMgr

DeptOff

GrpLdr

PrepBy

Act

ual

Res

ults

DateExecuted

Teacher

Student

Safe handling of filled cylinder

No Why : Wrong handling can cause body leak & thus sa fety risk

Know: Don’t Roll Gas Cylinders

M. Anand Bhaskar

21.2.02

TPM in Sales

How will TPM help generate value in Sales?

Field Depot Br.Office

Sales (Vs Target)Value = -------------------------

Cost and Time

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TPM IN SALES

Value creation across the sales value chain

• Process efficiency• Manpower productivity

• Visibility

• Customer Service

•Delivery efficiency•Stock availability

• Market coverage• Stock availability

Outlet leadershipService Leadership

RS RetailBranch Depot

Growth Vision

Sales

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ON

& T

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KO

BE

TSU

KA

IZE

NPolicy Deployment

5 - S

TPM

Policy Deployment Approach - Sales Business

ExpectationsBenchmarking

aSHE Issues Loss / Cost

Matrix

Key Branch targets (PQCDSM) - 3 yrs

Six Pillar Targets

KK JH E & T SCM IFC SHE

Task Force Circle TargetsREVIEW

MECHANISM

Major Themes

Minor Themes

4 Loss Category & description of Losses

Financial Losses

• Overheads• Sales tax Surprise Liability• Bouncing• Support Expenditure • Logistics • Stock related

•Case fill and line fill•RS Stock availability index•Delivery loss

Service Losses

Manpower Loss•Manpower availability loss•Down time loss

Sales Losses

• Coverage loss• Visibility and Merchandising loss • Line / Value per line losss

3 3

26

Branch Depot Field KK AM SCM E & T IFC SHE P Q C D S M

1.1 Coverage % RSM ASM � � � � � �

1.2 Visiblity and Merchandising ASM � � � � �

1.3 Line / Value per Line Rs RSM ASM � � � �

2.1 Case Fill Line Fill % RSM LM ASM � � � � �

2.2 RS SAI % LM ASM � � � �

2.3 Delivery % LM ASM � � � � �

3.1 Manpower Availability Hrs/Day HRM ASM � � �

3.2 Downtime Hrs/Day RSM/HRM ASM � � � � �

4.1 Overheads Rs RCM ASM � � �

4.2 Sales Tax Surprise Liability Rs RCM ASM � �

4.3 Bouncing Rs RCM ASM � � �

4.4 Support Expenditure Rs RCM ASM � � �

4.5 Logistic Rs RCM LM ASM � �

4.6 Stock Related Rs RCM LM ASM � � �

Major Minor

Loss Category linkage to functions & pillars

Sr.No Major losses

Sub Losses Unit Functional Owner Pillar Owner Target Linkage

4

3

2

1Sales Losses

Service Losses

Manpower Losses

Financial Losses

TPM - Journey from Excellance to World Class

WorldClass

Thanks

TPM CULTUREScore

I KNOWLEDGE 1 to 51. How many TPM instructors/Trainers on advance tools have we developed?2. How much % of our employees have gone through Step-4 training?3 How much % of our employees individual training needs identified/monitored?4 Have we developed/implemented test procedures for general/specific job skills?5 How many worker teachers have been developed so far?6 How much % of employees have upgraded their skills from 2 to 3 (or) 3 to 4 levels during the last 2 years?7 Do we have a system of review of plans(from TINS) bridging the gaps in skills?

II PARTICIPATION / INVOLVEMENT1 How many circles do carry out regular AM activity at their workplace?2 How much % of employees write suggestions/OPLs/Kaizens?3 Are we implementing Kaizens/making efforts to improve participants?4 How many circles do meet weekly? Are we following up/facilitating training at these meetings?5 Are we encouraging excellent visual control/management initiative, model creation, TTC activities in the last 6 months?6 Do we have clarity in PQCDSM targets for circles cascaded down and a regular review system in place?

III REWARD/RECOGNITION 1 Do we have regular 5S audit and reward mechanism in place?2 Are we having regular Kaizen/OPL/MP sheets rewarding ceremony?(atleast once in a Quarter)

3 Do we have clear link of promotion/merit rewarding (annual) based on performance?

4 How much % of employees have presented activity boards to VIPs/Sr.Managers?

6 Do we have newsletters/displays highlighting individual/group performances?

TPM CULTUREScore

IV. PROCESS / RESULTS 1 to 51 Is the PQCDSM targets set by the factory aligned to business needs/world class benchmarks?2 Do we have stretched targets/significant improvement plans like (a) Achieve 90%- OEE (b) double the speed ( c) in house machine development(LCA) (d) 20-30% cost reduction (e) Zero incident injuries & so on?3 Do we have a system of capturing feedback from visitors & actions on these?4 How are processes linkage to the results during last few years?5 How do you rate the achievement of results in your units? What is the level of morale/motivation of the employees?6 Are our activities oriented always towards loss/cost improvement?7 How many Kaizens repacated from other lines/factories?

V TOP MANAGEMENT COMMITMENT1 Do the Senior Management review ask questions on TPM/progress & facilitate?2 Do the TPM steering committee meet every month to review pillar/circulate activities results/processes?3 How many Managers/Officers do take part in regular AM activities(daily/weekly) with the circles?

4 Do we have required resources/organisation/training inputs in place?

5 Do we have regular AM step audits (by circle leader/TPM Secretariat & the by the FMs) for the circles?6 Are there regular events like zero breakdown week/OPL week so on & so forth?7 Do the managers point out /address abnormality while on shopfloor?

* Score Criterion : Not Good-1; Average-2; Satisfactory-3;Good-4; Very Good-5

Classification TQC TPM

Pupose

Objects of management

Means of attaining goals

Development of personnel

Small-group activities Voluntary circle activities

Targets PPM order quality

Unification of formal organization-based activities and small group activities

Thorough elimination of losses and waste ( Inclination toward zero)

Systematization of control (Systematization, standardization)- Software oriented-

Realization of the ideal conditions of the workshop and actual goods - Hardware oriented -

Centered on control technolody (QC method)

Centered on inherent technology (Equipment technology, maintenance skills)

Structural improvement of enterprises (Improvement of business achievements, creation of a pleasant work environment)

Structural improvement of enterprises (Improvement of business achievements, creation of a pleasant work environment)

Quality(Emphasis on output and results)

Equipment ( Emphasis on input and causes)

Comparison of Characteristics of TQC & TPM

PM - Maintenance

Classification ActivityOperation Maintenance

Correct operationSetup and AdjustementCleaning , adress latent defectsLubricationRetighteningRoutine inspectionMinor repairPeriodic inspectionPeriodic examinationTime based overhaulTrend controlLLFUnscheduled overhaulEarly detection of failure and quick repairSporadic repairEnhancement of material strengthReducton of loadEnhancement of accuracyDevelopment of condition monitoringImprovement of inspection workImprovement of maintenance workEnhancement of maintenance quality

Responsibilty

Normal operation

Routine maintenance

Corrective maintenance (reliability)

Corrective maintenance (maintenability)

Periodic maintenance

Predective maintenance

Breakdown maintenance

AM AND PM MAINTENANCE ACTIVITIES CLEARLY DEFINED

Date of Commisn:

Date Problem Details Probable Causes Materials Consumed Qnty.

Man hrs. worked

Material Cost

Manpower cost Remarks

Details :-

Model No:

NAME OF EQUIPMENT :- Area:

Sr.no

Supplier:Date of manufacturing:

Plant :

Make:

Asset No.:

VDL -EQUIPMENT HISTORY CARD

A B CCBM L L F RemarkSr.No. Equipment List

Rating TBM

Ranking of Equipment and Maintenance systems

Sr.No. EquipmentW1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4

1 Super Chilling No 1 M S M M M M M M S M M M

2 Super Chilling No 2 M S M M M M M M S M M M

3 Cold Well Pump 1 M M M M M M M M M M

4 Cold Well Pump 2 M M M M M M M M M M

5 Hot Well Pump No 1 M M M M M M M M M M

6 Hot Well Pump No 2 M M M M M M M M M M

7 Water Chilling Plant 1 M S M M M M M M M S M M

8 Water Chilling Plant 2 M S M M M M M M M S M M

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CHILLING PLANT (TSP)SEP OCTMAY JUNE JULY AUGJAN FEB MAR APRIL

MAINTANANCE SCHEDULE (TSP Crutcher)

SR.NO. EQUIPMENT NAME.

EQUIPMENT NO. RESPONSIBILITY REASON

WORK INSTRUCTION FRQUANCE JAN FEB MAR APRI MAY

101 HOT WELL PUMP- A 232069 S.V.SALVI VDL/TSP/M101 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23102 HOT WELL PUMP- B 232070 S.V.SALVI VDL/TSP/M102 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23103 OPEN CRUTCHER PUMP-A 236343 M.L.BHOSLE VDL/TSP/M103 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23104 OPEN CRUTCHER PUMP-B 236344 M.L.BHOSLE VDL/TSP/M104 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23105 MAZZONI PLODDER 209008 M.L.BHOSLE VDL/TSP/M105 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23106 RECUBRATOR- A 206005 M.L.BHOSLE VDL/TSP/M106 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23107 RECUBRATOR- B 206004 M.L.BHOSLE VDL/TSP/M107 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23108 MAZZONI BLOWER 240091 M.L.BHOSLE VDL/TSP/M108 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23109 Service dry Vaccum pump-A 227013 S.V.SALVI VDL/TSP/M109 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23110 Service dry Vaccum pump-B 227014 S.V.SALVI VDL/TSP/M110 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23111 Water eing. Vaccum pump 227935 S.V.SALVI VDL/TSP/M111 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23112 Colling tower pump- A S.V.SALVI VDL/TSP/M112 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23113 Colling tower pump- B S.V.SALVI VDL/TSP/M113 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23114 CLOSED CRUTCHER PUMP-A M.L.BHOSLE VDL/TSP/M114 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23115 CLOSED CRUTCHER PUMP-B M.L.BHOSLE VDL/TSP/M115 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23116 CR-4 CERCULATION PUMP S.B.PAWAR VDL/TSP/M116 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23117 SCRAP BOILING TRANSFER PUMP M.L.BHOSLE VDL/TSP/M117 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23118 OPEN CRUTCHER- A M.L.BHOSLE VDL/TSP/M118 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23119 OPEN CRUTCHER- B M.L.BHOSLE VDL/TSP/M119 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23120 CLOSED CRUTCHER- A M.L.BHOSLE VDL/TSP/M120 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23121 CLOSED CRUTCHER- B M.L.BHOSLE VDL/TSP/M121 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23122 CLOSED CRUTCHER- C M.L.BHOSLE VDL/TSP/M122 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23123 FEED PUMP M.L.BHOSLE VDL/TSP/M123 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23124 HEAT EXCHANGER- A 249001 M.L.BHOSLE VDL/TSP/M124 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23125 HEAT EXCHANGER- B 249002 M.L.BHOSLE VDL/TSP/M125 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23126 BAROMATRIC CONDENSER-A250018 M.L.BHOSLE VDL/TSP/M126 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23127 BAROMATRIC CONDENSER-B250017 M.L.BHOSLE VDL/TSP/M127 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23128 FEED TANK 237075 M.L.BHOSLE VDL/TSP/M128 YEARLY 10129 COUSTIC STORAGE TANK-A 237085 M.L.BHOSLE VDL/TSP/M129 YEARLY 10130 COUSTIC STORAGE TANK-B 237084 M.L.BHOSLE VDL/TSP/M130 YEARLY 10131 COUSTIC STORAGE TANK(48%)237083 M.L.BHOSLE VDL/TSP/M131 YEARLY 10132 CR-10 HOT WATER TANK 237082 M.L.BHOSLE VDL/TSP/M132 YEARLY 10133 CODEX TANK 237081 M.L.BHOSLE VDL/TSP/M133 YEARLY 10134 DFA BLEND CR-13 A 237079 M.L.BHOSLE VDL/TSP/M134 YEARLY 10135 DFA BLEND CR-13 B 237080 M.L.BHOSLE VDL/TSP/M135 YEARLY 10136 SCRAP PER GEAR BOX M.L.BHOSLE VDL/TSP/M136 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23137 COUSTIC BLENDING TANK 250033 M.L.BHOSLE VDL/TSP/M137 YEARLY 10138 SALT MELTING TANK 250032 M.L.BHOSLE VDL/TSP/M138 YEARLY 10139 SCRAP BOILING TANK-A 237073 M.L.BHOSLE VDL/TSP/M139 YEARLY 10140 SCRAP BOILING TANK-B 237074 M.L.BHOSLE VDL/TSP/M140 YEARLY 10141 HEAT EXCHANGER CIRCULATION PUMPS.B.PAWAR VDL/TSP/M141 WEEKLY 3,10,17&24 7,14,21&28 7,14,21&28 4,11,18&25 2,9,16&23

Location:Done By:

Sr.No. Frequency of check1 Y

2 Y3 M4 M5 M

6 Y7 Y

8 M9 M

10 Y

11 Y12 M13 M14 M

Sign of Officer

MOTOR UNLOAD CURRENT

MOTOR ON LOAD CURRENT

MOTOR FOUNDATION

CABLE GLANDMOTOR EARTHING

COOLING FAN

No. of Hrs

PH TO PH

DEBEARING CONDITION

Spares consumed :

IR VALUE

WDG. RESISTANCEPH TO E

MOTOR TERMINALSTERMINAL CONNECTOR

NDEFAN COVER

END COVERSDE

NDEBEARING LUBRICATION

Date:

Description Remarks

CHECKLIST FOR MOTOREquipment No.

VD L/D F A/W I - 02 RE V 0 0 – HIG H P RE SS UR E P UMP M AIN T .

P urpose – P rec autio ns to be ta ke n w hile do ing maint. jo b o n H.P . pump

S co pe - T his procedure is applicable for h.p. pumps .

F requency – As on w hen re quired.

R espons ibility – E ng ineering o ffic er and fitter

D eta il o f opera tion -

1 – S hut the pump

2 . S hut suc tio n a nd discha rge va lve o f pump

3 . D ra in line a t suc tio n and disc harg e through dra in po int.

4 . S hut low pressure feeding pump.

5 . Iso la te pump e lec trica lly and remo ve fuses . Be fore s tarting pumpma int. ,ensure pump is no t ge tting s tart.

6 . E nsure discha rge va lve is no t pass .

7 . Info rm opera tor a bo ut yo ur job.

8 . T ake ins tuc tion fro m o fficer w ha t job is to be do ne .

9 . W ea r require d PP E befo re opening o f pump.

10.Use proper to o ls for ma int.

P re pa re d by R ev ise d by A utho rise d b y

Sr. No. Break Down Date Start Time End Time TTR T.B.F. Remark

Equipment Name:

Equipment Name Type

RPM

RPM

RPM

RPM

RPM

1 2 3 4 5 6

Inspection Period

Measuring location

Date 5 61 2 3 4

Bearing No

Initial value Reading

Measuring Location

Horizontal

Vertical

Spike Energy Remarks

AreaSchematic Dig

VDL - IRD Reading Sheet Plant

Bearing No

Bearing No

Bearing No

Bearing No

1 2 3 4 5

6.1.2 APPROACH OBJECTIVES, TARGETS & MASTER PLAN

PM ACTIVITIES TO IMPROVE MACHINE

AVAILABILITY

MAINTENANCE COST REDUCTION

ASSISTANCE TO JH ACTIVITIES

CORRECTIVE MAINTENANCE

ACTIVITIES FOR ZERO BREAKDOWN

PM PILLAR ACTIVITIES