IMPLEMENTATION OF TOTAL PRODUCTIVE MAINTENANCE … · Key words: Lead Time, Breakdown, TPM, Maintenance, Standardization. Cite this Article: V. Ramakrishnan and S. Nallusamy, Implementation

http://www.iaeme.com/IJMET/index.asp 295 [email protected]

International Journal of Mechanical Engineering and Technology (IJMET)

Volume 8, Issue 12, December 2017, pp. 295–306, Article ID: IJMET_08_12_029

Available online at http://www.iaeme.com/IJMET/issues.asp?JType=IJMET&VType=8&IType=12

ISSN Print: 0976-6340 and ISSN Online: 0976-6359

© IAEME Publication Scopus Indexed

IMPLEMENTATION OF TOTAL PRODUCTIVE

MAINTENANCE LEAN TOOL TO REDUCE

LEAD TIME- A CASE STUDY

V. Ramakrishnan

Research Scholar, Department of Mechanical Engineering,

Dr. M G R Educational and Research Institute, Chennai, Tamilnadu, India

S. Nallusamy

Professor, Department of Mechanical Engineering,

Dr. M G R Educational and Research Institute, Chennai, Tamilnadu, India

ABSTRACT

In recent scenario, due to technological development and globalization the

manufacturing industries have become more competitive in nature which made all the

manufacturers to improve their productivity to meet their customer demand. The

manufacturers invest more on machines for high productivity but when these machines

get repaired it leads to maximize the lead time and breakdown rate and hence the

manufacturers had to meet a huge loss in their productivity. The aim of this study is to

implement total productive maintenance lean technique to reduce the overall lead time

and break down hours in a manufacturing industry with the objective of reducing

thirty percentages of the breakdown hours in the foundry. The breakdown problem

was identified in the industry and it shows that the major contributor to the breakdown

hours is at the level of casting manufacturing in foundry. After proper analysis

solution has been suggested for reducing the overall lead time and break down hours.

From the results it was found that, about twenty percentages of reduction in the

breakdown hours was achieved in the industry after implementation of lean tool.

Key words: Lead Time, Breakdown, TPM, Maintenance, Standardization.

Cite this Article: V. Ramakrishnan and S. Nallusamy, Implementation of Total

Productive Maintenance Lean Tool to Reduce Lead Time - A Case Study,

International Journal of Mechanical Engineering and Technology 8(12), 2017, pp.

295–306.

http://www.iaeme.com/IJMET/issues.asp?JType=IJMET&VType=8&IType=12

1. INTRODUCTION

Lean manufacturing is a process that aims at consistent elimination of waste through

continuous improvement and strives for perfection. Lean manufacturing uses set of tools and

methodologies to eliminate all the waste that occurs in industries. The ultimate aim of lean

manufacturing is to reduce the production cost, increased efficiency and shorter the

V. Ramakrishnan and S. Nallusamy


production lead time. Lean manufacturing has been used in many of the manufacturing

industries and also in automobile industries and their suppliers. According to the dictionary

the word ‘Lean’ refers to strong and efficient and it also refers to thin and fit so this indicates

that the lean manufacturing only gives facilities to get only required resources for an

organization to be strong, efficient, thin and fit. To make this lean manufacturing has a core

paradigm that is elimination of waste. As stated by lean manufacturing paradigm Toyota

production system identified seven types of waste but due to some practitioners it has been

modified and expanded that includes transportation, inventory, motion, waiting,

overproduction, over processing, defects and knowledge disconnection. There are some tools

and methodologies that can help an organisation for lean transformation such as standard

work, visual management, value stream mapping, 5S, preventive maintenance, total

productive maintenance, changeover, batch size reduction, kanab and quality at source [1-5].

From the tools and methodology given by the lean manufacturing the study was carried

out using total productive maintenance (TPM) and proactive approach. Looking at the

revolution there are three types of revolution that took place the agrarian revolution, industrial

revolution and the ongoing information technology revolution. After the industrial revolution

due to the competition among the manufacturers in nature the manufacturing organisation

started to equip complex machines to manufacture products. This made to employ

maintenance engineers in a manufacturing organisation to execute maintenance activity to

restore the working of machines that failed to work. This kind of maintenance strategy which

means allowing the machine to work till its failure and repairing is called break down

maintenance. After this the engineers and the management began to develop a new

maintenance approach that needs to eliminate the breakdown failures, so they came with the

preventive maintenance and predictive maintenance as a proactive approach to reduce the

breakdown of machines. In this progress came the origination of total productive

maintenance. TPM is a plant improvement methodology which enables continuous and rapid

improvement of the manufacturing process through use of employee involvement, employee

empowerment and closed-loop measurement of results and is incorporated with preventive

maintenance concept. On one side TPM was expanded for maintenance activities and on other

side it was extended to other strategies such as TPM in lean manufacturing.

2. LITERATURE SURVEY

The main scope of lean manufacturing is to eliminate waste and reduce the cycle time to

increase the profit and competitiveness by increasing the production and decreasing the cost

of product [6-9]. The contribution of TPM in a manufacturing industry leads to performance

improvement of the organisation to meet the global challenges. A detailed literature review

and directions for TPM was carried out and indicates the framework, implementation

practices, barriers and critical success factors of TPM which contributes the improvement of

manufacturing performance [10-13]. From the review it was concluded that a TPM initiative

has become a management paradigm and it can focus on all problems related to maintenance

activity with view to optimize equipment performance. A case study was carried out in a

manufacturing industry through TPM which deals about the evaluation and contribution of

TPM to the manufacturing industry by improving its performance. The major losses that took

place in the industry and the bottlenecks of the processes were found and the results show that

there was a significant effect after the implementation of TPM initiatives [14-17]. The TPM

implementation in manufacturing organisation in an Indian manufacturing industry has been

studied. From the results it was found that, the TPM proactive maintenance approach has a

significant effect in the efficiency and effectiveness of the organisation [18-21].

Implementation of Total Productive Maintenance Lean Tool to Reduce Lead Time - A Case Study


Value stream mapping (VSM) is used to identify the problem and future stage VSM is

used to eliminate the non-value added activities and necessary non-value added activities to

improve the overall production rate then make the standard operating procedures in

production line by improving method study to reduce the overall lead time [22-25]. This lean

tool is used to minimize the bottleneck in the production system for making continuous

process flow. Continuous process improvement is another primary principle of lean

manufacturing system [26-29]. Kaizen is also a lean tool which is a methodical approach to

gradual, orderly and continuous process improvement method [30-32]. Wastes are in the form

of scrap, defects, raw materials, unwanted items and old broken tools. The most important

principle of waste eradication is the standardization of work actions with proper work stations

[33-36]. A research study on implementation on total productive maintenance on foundry line

was carried out and it has given a modern technique for maintenance which is connected with

TPM. From the results it was observed that TPM system is used as tool enabling the

maintenance activities hence achieving reduction of operational cost and increase of

productivity [37-39]. Based on the above literature a study was carried out in a manufacturing

industry located at Chennai to identify the bottlenecks and to reduce the total breakdown

hours by executing the TPM.

3. METHODOLOGY

The TPM proactive approach implementation was carried out with the set of methodology

which is shown in figure 1. It starts with the existing study of the manufacturing system in the

selected industry and to identify the problem. The objective of the study has been defined and

the existing data collection has been made for about six months. Then the breakdown analysis

was carried out to find out the bottleneck areas and the necessary preventive maintenance

actions have been recommended. The corrective maintenance was carried out to implement

the necessary predictive maintenance. The results were validated and the effectiveness of

TPM has been found.

Figure 1 Methodology Flow Chart



4. DATA COLLECTION AND ANALYSIS

Maintenance is nothing but a non-value added activity in functions of business organisation

and in manufacturing industry. After the industrial revolution the manufacturing industry has

faced a challenging environment in the maintenance of the equipment after the twentieth

century, Indian manufacturing industry alone could not escape from the technological

development and globalization. This study was carried out in a manufacturing industry who is

the supplier of automobile parts. During the study it was found that that the breakdown hours

were high when compared to the target set by the industry. The objective of this study is to

implement the TPM proactive approach of preventive maintenance, corrective maintenance

and predictive maintenance with pillars of TPM such as autonomous maintenance and

planned maintenance. The problem was identified in the industry and the necessary activities

for the entire study has been planned and explained.

The existing manufacturing system of the industry was studied and data was collected

related to the research. The data was collected from February 2017 to November 2017. The

sand plant consists of one maintenance head, one facilitator, three technicians and six labors.

The team formation was done with the above members. Some of presentation on TPM and

proactive approach to the head, facilitator and the technicians has been included in this

section. The data collected for nine months from February 2017 to April 2017 and May 2017

to July 2017 are shown in Table 1 and Table 2 respectively. In Table 1 the data shows that the

average hours per month is 93 hours per month. In Table 2 the data reveals that the average

hours per month of 92 hours per month for next three months. The target for breakdown hours

per month in the industry is only 8 hours per month but the current status of the breakdown

hours in the industry was from 93 to 92 average hours per month.

Table 1 Breakdown Data Collection during February to April 2017

Breakdown Feb’17 Mar’17 Apr’17 Average

hours/ month

Mechanical 55 75 60 63

Electrical 25 40 24 30

Total Hrs 80 115 84 93

Table 2 Breakdown Data Collection during May to July 2017

Breakdown May’17 June’17 July’17 Average

hours/ month

Mechanical 75 60 58 64

Electrical 32 25 28 28

Total Hrs 107 85 86 92

4.1. Breakdown Analysis

The break down analysis was carried out to find the root cause for the breakdown. Generally,

the breakdowns are classified into mechanical breakdown and electrical breakdown. The

breakdown analysis was done through brainstorming with the help of maintenance head and

the facilitator of each department. Result of the analysis showed that, the major breakdown

took place in the foundry of the manufacturing industry and the analysis also showed that one

of the major contributors for the breakdown in foundry is sand plant and hence the study aims

to reduce the breakdown hours in the sand plant. The methodology followed for breakdown

analysis is shown in the following figure 2 and the list of breakdowns with appropriate time

taken is shown in Table 3. The root cause of the relative breakdown was found with the help



of Pareto diagram and the figure 3 shows the major contributor in the sand plant. From the

chart it was found that, the major contributors for the break downs are bucket elevator, mixer

wheel and sensor failure. The main causes for the major breakdown and the reasons for the

same were also found and given in the Table 4.

Figure 2 Methodology-Breakdown Analysis

Table 3 Breakdown Time

Sl. No Breakdowns Time (Minutes)

1 Bucket Elevator 725

2 Mixer Wheel 1070

3 Cleaning 75

4 Underground Sand Spillage Cleaning 115

5 Belt Contractor Failure 75

6 Sensor Failure 150

7 Low Water Level 60

8 Belt Distribution 70

Total Time 2340

Figure 3 Pareto Diagram for Breakdown Analysis



Table 4 Route Cause and Reasons for Breakdown

Breakdowns Route Cause Reasons for Breakdown

Bucket elevator Drum wear out Misalignment of the belt due to overload

of return and prepared sand

Mixer wheel Bearing failure Sand and dust accumulation

Sensor Frequent damage Due to bearing failure

5. ACTIONS RECOMMENDED

After finding the root cause of the breakdown related to the major contributor, the

recommended actions have been given. The given recommended action are based upon the

TPM proactive approach such as preventive maintenance, corrective maintenance and

predictive maintenance according to the pillars of total productive maintenance such as

autonomous and planned maintenance. Also aims at implementing the pillars of total

production maintenance of autonomous maintenance and planned maintenance. The

recommended actions given through the steps are corrective maintenance action, preventive

maintenance action and predictive maintenance action. The breakdown canalization report is

given in Table 5 with the corrective maintenance actions.

Table 5 Breakdown Report

Machine Breakdown Root cause Corrective maintenance action

Sand plant Bucket elevator Drum wear out Belt alignment to be monitored

regularly

Sand plant Mixer wheel Bearing failure Time based maintenance plan

Mould track Sensor Frequent damage Change of control voltage and supply

voltage board

5.1. Preventive Maintenance Action

The preventive maintenance action check sheet has been prepared with the help of

maintenance engineer and the facilitator head. This preventive maintenance check will be

done by the operators in daily and weekly basis. The preventive maintenance check sheets for

daily and weekly basis are shown in Table 6 and Table 7 respectively. A preventive

maintenance suggestion has been given based on the checklist. The suggestions for bucket

elevator are plumber block designs changing for encloser tube and extra oil seal fixing and

bearing should be changed in every nine months. The suggestions for mixer wheel are oil seal

and bearing cup design change and bearing should be changed every year.

Table 6 Daily Check Sheet

Daily basis check list Date

Check for belt alignment

Check for belt condition

Sensor work condition

Check for sand leakage in bearing

Check bearing temperature

Table 7 Weekly Check Sheet

Weekly basis check list 1st week 2

nd week 3

rd week 4

th week

Check bearing temperature

Oil level checking

Belt alignment checking

Bearing temperature



5.2. Predictive Maintenance Action

The predictive maintenance check list was prepared and is given in the Table 8. This

maintenance check will be carried out by the facilitator head in the sand plant.

Table 8 Monthly Check Sheet

Monthly basis Check List June July August

Bearing lubrication

Bearing temperature

Belt alignment to check if needed change the belt

Oil seal wear out

Bearing vibration and noise

Muller bearing cup check if needed change the cup

Noise checking

Gear box temperature

Sensor rod distance

Oil level

Cleaning dust and sand

Check sand spillage in the bearing

5.3. Standardization

The maintenance activities that are suggested must be standardized and the activities should

be carried out regularly that leads to reduction of breakdown hours in the foundry. Kaizen tool

will be implemented in the foundry for improving the process continuously.

6. RESULTS AND DISCUSSION

The result in total loss of hours is compared with before and after the implementation of total

productive maintenance from February to November 2017 is given in Table 9. The result of

total loss in hours before and after implementation of TPM is shown in figure 4.

Table 9 Results of Total Loss in Hours before and after Implementation of TPM

Before Implementation of TPM After Implementation of TPM

Month Total Loss (hours) Month Total Loss (hours)

February 80 August 85

March 115 September 80

April 84 October 75

May 107 November 72

June 85

July 86

Similarly, the total reduction of breakdown time was calculated in the sand plant before

and after implementation of TPM and the results is tabulated in Table 10. The comparative

chart of breakdown time reduction is shown in figure 5. From the figure it was found that,

maximum break down was occurred in mixture wheel about 1080 minutes which was reduced

to 505 minutes and also bucket elevator has taken 720 minutes before implementation of TPM

which was reduced to 385 minutes after implementation.



Figure 4 Comparison of Total Loss in Hours

Table 10 Results of Breakdown Time before and after Implementation of TPM

Sl.

No. Breakdown

Before

Implementation

Time (minutes)

After

Implementation

Time (minutes)

1 Bucket Elevator 725 380

2 Mixer Wheel 1070 495

3 Cleaning 75 55

4 Underground Sand Spillage Cleaning 115 45

5 Belt Contractor Failure 75 60

6 Sensor Failure 150 60

7 Low Water Level 60 39

8 Belt Distribution 70 60

Total Time (minutes) 2340 1194

Total Time (hours) 39 19.9

Figure 5 Comparison Chart for Breakdown Analysis



Figure 6 Comparison of Total Reduction of Breakdown hours

The figure 6 shows the reduction of total hours before and after implementation of TPM

in sand plant. From the results it was found that there is a total reduction of 19.1 hours in the

breakdown hours after implementation of TPM. The effectiveness of TPM implementation in

sand plant is development of autonomous maintenance, development of planned maintenance,

reduction of breakdown hours in foundry, a culture of operator’s involvement in maintenance

activities and improving operator’s morale and work place culture.

7. CONCLUSIONS

In this case study an attempt was made to implement the lean tool of TPM to reduce the

overall breakdown hours in a manufacturing industry. From the analysis and results the

following conclusions were made.

Kaizen sheet was introduced to reduce the maintenance rate in turn to reduce the overall lead

time.

The total breakdown is reduced to 19.1 hours of the total breakdown hours that took place in

the industry.

As a preventive measure, suggestions were given to the industry to develop auto lubrication to

the bearing and to develop a plate near sand filters which prevents the sand and dust to settle

near the bearing.

The research also shows that TPM proactive approach has a significant effect in improving the

work culture of employees in the manufacturing industry.

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Documents

IMPLEMENTATION OF TOTAL PRODUCTIVE MAINTENANCE … · Key words: Lead Time, Breakdown, TPM, Maintenance, Standardization. Cite this Article: V. Ramakrishnan and S. Nallusamy, Implementation