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.
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
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
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.
Prompt response:
Operators and maintenance staff respond immediately to abnormalities
TPM TERMINOLOGY
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 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
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
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
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
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.
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
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.
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.
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.
Focused Improvement
Planned Maintenance
Quality Maintenance
Early Management
8 Pillars of TPM
Office TPM
280 Million
12.93 Million
2183 Million
867 Million
3478 Million
2002 Million
419 Million
320 Million
PM QM OTPM
SHE
AM EM E&T Haldia
All figures in Million Rupees Refinery