Design of a total productive maintenance model for effective implementation: Case study of a chemical manufacturing company

TOTAL PRODUCTIVE MAINTENANCE (TPM)
1. A productivity improvement practice. N.M. CHRISTIAN
2. A Japanese concept of equipment management that allows a facility to improve decisively the equipment performance in the manufacturing area with the help and involvement of all employees. G.CHAND, B. SHIRVANI
3. TPM activities focus on eliminating the six major losses; 1)Equipment failure, 2)Set-up and adjustment time, 3)Idling and minor stoppages, 4)Reduced speed, 5)Defects in process and 6)Reduced yield. S. NAKAJIMA
4. The objective of TPM is to continuously improve the availability and prevent the degradation of equipment to achieve maximum effectiveness and these objectives require strong management support as well as continuous use of work teams and small group activities to achieve incremental improvements. F.L. COOKE
5. TPM is designed to maximize equipment effectiveness (improving overall efficiency) by establishing a comprehensive productive-maintenance system covering the entire life of the equipment, spanning all equipment related fields (planning, use, maintenance, etc.) and, with the participation of all employees from top management down to shop-floor workers, to promote productive maintenance through motivation management or voluntary small group activities. S. TSUCHIYA
6. TPM is analysed into three words; 1)Total: Every individual in the company. 2)Productive: a)No wasted activity or b)The production of goods and services that meet or exceed customer’s expectation. 3)Maintenance: Keeping equipment and plant as good as or better than the original condition at all times.
7. A positive strategic outcome of TPM implementations is the reduced occurrence of unexpected machine breakdowns, which ultimately results in enhanced profits in the organization. A. GOSAV
8. Four key components for successful implementation of TPM in an organization: 1)Worker training, 2)Operator involvement, 3)Teams and 4)Preventive maintenance. L. SUANSON and A. GINDER, C.J. ROBINSON
Bupe. G. Mwanzaa, Charles Mbohwaa Faculty of Engineering and the Built Environment, University of Johannesburg, Johannesburg, South Africa
RESEARCH OVERVIEW
1. FOCUS - To develop an effective TPM model to improve the maintenance system at a chemical manufacturing company
2. OBJECTIVES - 1) To assess the current maintenance system, 2) To determine the overall equipment effectiveness (OEE), and 3) To identify key performance indicators and success factors of TPM.
3. THE COMPANY - is a chemical manufacturer of fertilizer products in Zambia
  1. It manufactures and supplies: -Anhydrous ammonia, -Ammonia solution, -Liquid carbon dioxide, -Liquid oxygen, -Methanol, -Nitric acid, -Sulphuric acid, NPK compound fertilizers, -Ammonium fertilizer, -Ammonium sulphate and -Porous ammonium nitrate
  2. It had been experiencing high rate of equipment breakdowns, prolonged downtime and therefore reduced equipment utilization
  3. INDUSTRY AND MANAGERS VIEW OF MAINTENANCE
    1. It has been considered as a support function which is non-productive since it does not generate cash directly
      1. BUT TAKE IN ACCOUNT - For an industry to produce goods of the right quality and right quantity for the customers and able to deliver them at the right time, its plant or equipment must operate efficiently and accurately. G. TAMIZHARASI, S. KATHIRESAN
        Which ultimately results in enhanced profits. A. GOSAV
4. SIGNIFICANCE - To develop a TPM implementation model for the company in order to improve the organization performance through reduced equipment breakdowns
METHODOLOGY
1. Research design and approach
  1. Explanatory research design. Quantitative and qualitative approach. Collected data analyzed using SPSS
    1. In-depth understanding of TPM - Topics as: 1)The implementation plan, 2)TPM modes, 3)Challenges and benefits of TPM implementation, and 4)TPM key performance indicators
2. Data collection
  1. Interviews
    1. Conducted with: 1)Maintenance personnel, 2)Operators and 3)Other employees outside the maintenance and production departments.
    2. Focused on: 1)Type of losses the company experienced, 2)Causes of maintenance problems, 3)Whether the TPM concept existed in the company, and 4)Factors that can facilitate the implementation of TPM
  2. Direct Observations
    1. The maintenance and production activities
  3. Questionnaires
    1. To 40 employees of 160 employees using stratified sampling method based on Boyd's formula. Sampling intensity: 25%
  4. Company Records
RESULTS
1. Maintenance techniques
2. Operator involvement in maintenance activities
  1. 1. 78% - Operators not involved in maintenance activities. Reasons: 1)Lack of appropriate knowledge and skills for maintenance, specialization, 2)Unwillingness to take more responsibilities, and 3)The prevailing culture in the company
    2. 14% - Operators involved in maintenance activities. Reasons: 1)Operators understand the operation of the equipment better than the maintenance personnel thus detect abnormalities easily and earlier than the maintenance personnel
3. Effectiveness of maintenance techniques
  1. 1. Understand how effective the maintenance technique(s) are in achieving the maintenance objectives such as process performance and productivity performance
4. Overall equipment effectiveness
  1. 1. The SIX Big Losses as per the TPM concept were identified and grouped with their OEE factor and OEE Loss category
      1. Availability ratio 74.8%
        Down Time Loss - Any events that stop planned production for an appreciable length of time (usually several minutes). Like: -Equipment failures, -Material shortage and Changeover time. The remaining time is called Fully Productive Time. The ultimate goal is to maximize fully productive time. Availability = (Total time – Total downtime x 100) / Total time
      2. Quality Rate 87.2%
        Quality Loss - Produced pieces that do not meet quality standards and pieces that require rework. Quality rate = Good Pieces x 100 / Total Pieces
      3. Performance efficiency 55.7%
        Speed Loss - Any factor that causes the process to operate at less than the maximum possible speed, when running. Like: Machine or substandard materials. PE = Total Actual amount of product x 100 / Target amount of product
        April/July - Production levels = Increasing at a steady rate. After the month of July = Decreasing. Over a 6 month period the company had failed to achieve its monthly target production level. Both the target production/ actual production = Far below the plant capacity. Low production output was caused by: 1)Unplanned stoppages of the machines caused by the shortage of spare parts, 2)Shortage of raw materials and 3)Others
      4. Overall Equipment Effectiveness (OEE) 36.5%
        Overall equipment effectiveness = Availability ratio x Performance Ratio x Quality Ratio
        Comparison between the world class OEE of 85% to the actual OEE of the plant understudy shows that the actual plant OEE is much less than the world class OEE by 50 %
5. Causes of downtime
  1. 1. Downtime - the period during which the plant or equipment was out of service. -Technical failure, Machine adjustment, -Maintenance, or Non-availability of inputs such as materials, labor, or power
6. Frequency of breakdowns
  1. 1. Since more than 50% of the respondent indicated that plant breakdown is often, it would be true to conclude that the company often experience plant breakdowns
DISCUSSION
1. Assessment of the current maintenance system indicated:
  1. TPM is not practiced
  2. The company was facing the following problems: 1)Less availability and reliability of equipment, 2)Prolonged downtime, 3)Frequent failure of equipment, 4)Low production, 5)Worker dissatisfactions. The causes of these problems: 1)Shortage of spares, 2)Poor integration of maintenance department with other departments, 3)Lack of appropriate training and skills
  3. The major factors affecting effective TPM implementation are:
    1. 1. These factors are the main challenges for the Company
        The proposed TPM model for effective implementation
        The all TPM model will be directed towards achieving TPM targets of zero breakdowns, zero defects and zero adjustments using productivity, quality, cost, delivery and safety as the appropriate key performance indicators of TPM
CONCLUSION
1. TPM can be used as a tool to enhance OEE of the company equipment
2. Recommendations
  1. To adopt TPM can reduce losses and reduce rework to or below the acceptable levels. TPM can also help the company to increase profitability and image, both of which will ensure its competitiveness
  2. Maintenance activity isn't a separate and isolated function. It is part of the main potential area to use as a competitive advantage. Otherwise, higher cost will be incurred after the equipment deteriorate which directly affects the competitiveness of a company
  3. To involve achieving the company goal through the implementation of operator initiated daily maintenance consisting of cleaning, adjustment, and regular inspections, as well as improvement activities and minor restoration of equipment. The maintenance men should only participate in inspection and restoration of equipment which requires high skill and specialization

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Design of a total productive maintenance model for effective implementation: Case study of a chemical manufacturing company

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