Total Product Maintenance

Productivity plays a vital role in real time industries in order to improve the output percentage in machining line. This Research complies with implementing Total Productive Maintenance in CNC Machining line in an automobile component manufacturing company. Industries in current scenario are spending huge amount in implementing new machines and equipments, but unfortunately concentration to improve productivity become less by achieving maximum productivity from a machine for which it is really designed for. Normal behaviour of machine is defined in an order, such as minor loses in time and deviations from actual designed capability. 5S Technique is implemented in order to implement the Total Productive Maintenance (TPM), which is part of

Maintaining a reliable manufacturing process is a key success factor to satisfy these requirements which can be achieved through implementing a proper maintenance strategy. Any operation or process done on machine or its parts to enhance the efficiency of machine before or after the breakdown is called maintenance. In the recently released European Standards regarding maintenance, maintenance is defined as “the combination of all technical, administrative and managerial actions during the life cycle of an item intended to retain it in, or restore it to, a state in which it can perform the required function”. A manufacturing business is said to be prosperous over the years, when it runs non-interrupted and always maintains a stable and high productive production flow. Plant can achieve productivity up to a satisfactory level by proper maintenance work. An efficient maintenance strategy not only reduces the probability of breakage of machine elements or shutdown of machines which hinders the production’s schedule, but also such a strategy enhances the efficiency and life-span of machines, process quality and labour force productivity. Total Productive Maintenance (TPM) has widely been accepted as an effective strategy for improving maintenance in the manufacturing companies. Especially in the last decades because of a growing competitive environment the

Nakajima (1986) outlines how, in 1953, 20 Japanese companies formed a PM research group and, after a mission to the USA in 1962 to study equipment maintenance, the Japan Institute of Plant Engineers (JIPE) was formed in 1969, which was the predecessor to the Japan Institute of Plant Maintenance (JIPM). In 1969, JIPE started working closely with the automotive component manufacturer Nippondenso on the issue of PM, and when the company decided to change roles of operators to allow them to carry out routine maintenance this was the beginning of TPM. Tajiri and Gotah (1992) point out that whilst TPM was communicated throughout Japan only a small number of factories took up the challenge. It was the severe economic situation in the early 1970s that accelerated the adaptation of TPM, propagated by the seven-step programme developed by the Tokai Rubber Industries (see Nakajima, 1989). In the early 1990s, Western organisations started to show interest in TPM following on from their total quality management (TQM) interventions. The more academic papers focus on the relationship of TPM with other productivity.This paper examines how TPM was implemented at automobile manufacturing companies to improve overall equipment