Prof.A.Das , MIMTS

1. & Prof.A.Das, MIMTS

2. CONCEPT “Unless the machine and equipment are in good condition with high process capabilities, one cannot expect defect free production.”

3. TQM

4. TQM: A “Buzzword” Losing Popularity • For many companies, the term TQM is associated with corporate programs (mid 1980s ~ early 1990s) aimed at implementing employee teams and statistical process control. • Unfortunately, many companies were dissatisfied with the perceived results of these programs, concluding TQM does not work. Question: Why were they dissatisfied? Were they justified?

5. TQM • Total - Made up of the whole • Quality - degree of excellence a product or service provides • Management - Act, art or manner of planning, controlling, directing,…. Therefore, TQM is the art of managing the whole to achieve excellence.

6. What does TQM mean? Total Quality Management means that the organization's culture is defined by and supports the constant attainment of • customer satisfaction through an integrated system of tools, techniques, and training. • This involves the continuous improvement of organizational processes, resulting in high quality products and services

7. What’s the goal of TQM? • “Do the right things rightthe first time, every time.” • Another way to put it • total client satisfactionthrough quality products and services • continuous improvementsto processes, systems, people, suppliers, partners, products, and services

8. The three aspects of TQM

9. The TQM System Continuous Improvement Objective Principles Customer Focus Process Improvement Total Involvement Leadership Education and Training Supportive structure Communications Reward and recognition Measurement Elements Total Quality Management

10. TPM

11. Origins of TPM • Dr. Edward W Deming introduced statistical analysis and used the resulting data to control quality during manufacturing (TQM) • Some general concepts of TQM did not work well in the maintenance environment • The need to go further than preventive maintenance was quickly recognized by those companies who were committed to TQM • Maintenance became an integral part of TQM in the early 90’s

12. Journey of Maintenance Management (Breakdown maintenance=BM) (Profitable preventive maintenance PPM=BM+PM) (Productive maintenance=BM+PM+MI+PM) (Total productive maintenance,  TPM=BM+PM+MI+PM+CI)

13. Four Maintenance Models • Corrective Maintenance • Preventive Maintenance • Predictive Maintenance • Total Productive Maintenance

14. What is TPM ? • To set a goal to maximize equipment efficiency (overall efficiency). • By establishing a total system for TPM for the entire life of equipment. • Participation by all departments at all levels, including equipment planning, operating and maintenance departments. • Involving/motivating all personnel including top personnel to first-line operators. • For promoting TPM by motivation management, namely, by autonomous small-group activities/voluntary activities.

15. PRINCIPLES In its broadest sense, TPM is based on three sets of principles 1. Maintenance Engineering; Seeks to manage the equipment life cycle, from strategic asset planning, through design and construction, to operation, maintenance, and disposal. Several techniques characterize the proactive nature of maintenance engineering including: 2. Preventive (or planned) maintenance: Planned and scheduled maintenance activities to find and correct problems that could lead to failure 3. Predictive and condition-based maintenance: Reducing fixed-time maintenance and relying on the condition of equipment to determine maintenance activity

16. Autonomous Maintenance Planned Maintenance Equipment and process improvement Early management of new equipment Process quality management TPM in the office Eight major pillars of TPM Education and training Safety and environmental management

17. Total Productive Maintenance is … operator driven reliability: The Operators’ Creed of TPM – • Keep it clean • Keep it lubricated • Monitor for degradation • Maintain it before production is affected • Simplify and improve it

18. IMPLEMENTATION

19. TQM Implementation • Capitalize on the current village / fatherland-like culture to facilitate the TQM process.  Ensure that the change stays and has the desired results. • Training in the basic elements of TQM must be provided to all employees • Involved all employees in the process.  Ensures that they actually take "ownership" of the process to facilitate the success of the program.

20. CONTD… 4.Choosing a quality management system that defines and covers all spheres of the operation • Identifying and meeting the needs and requirements of customers, design, planning, purchasing, manufacturing, marketing, packaging, storage, delivery, etc. • Also include all relevant activities such as finance, personnel, and administration.  

21. TPM Implementation12 steps Preparation Announcement to introduce TPM Introductory education campaign for the workforce TPM Promotion (special committees) Establish basic TPM policies and goals Preparation and Formulation of a master plan Kick-off Invite customers, affiliated companies and subcontractors Implementation Develop an equipment management program Develop a planned maintenance program Develop an autonomous maintenance program Increase skills of production and maintenance personnel Develop early equipment management program Stabilization Perfect TPM implementation and raise TPM levels

22. 7 Visual Quality Management Tools forTPM Problem Solving

23. Some research papers • Integrating TQM and TPM into a management information system • International Journal of Information Technology and Management ( Issue: Volume 1, Numbers 2-3 / 2002 Pages: 242 – 255 ) • inderscience.metapress.com • Relationships between implementation of TQM, JIT, and TPM and manufacturing performance • Journal of Operations Management (Volume 19, Issue 6, November 2001, Pages 675-694 ) • www.sciencedirect.com

24. CONTD…. • Relationship between TQM and TPM implementation factors and business performance of manufacturing industry in Indian context • Journal: International Journal of Quality & Reliability Management ( Volume: 22, Number: 3,Year: 2005,pp: 256-277 ) • www.emeraldinsight.com • A Comparative Review of TQM, TPM and Related Organizational Performance Improvement Programs • This paper appears in:Emerging Trends in Engineering and Technology, 2008. ICETET '08. First International Conference onPublication Date: 16-18 July 2008 On page(s): 725-730 • ieeexplore.ieee.org

25. Career Opportunities in TQM & TPM • TPM officer • Process Improvement Manager • Quality Consultant

26. CONCLUSION Total Productive Maintenance (TPM) Aims at • Zero breakdown • MTBF (mean time between failures should be minimized) • MTRR (mean time to repair) should be brought down by breakdown maintenance efficiency • Preventive maintenance should be planned and implemented • Predictive maintenance should be planned and implemented • Warranty of maintenance concept should be implemented Total Quality Management (TQM) Aims at Zero Defect: A possibility • Move from inspection to self audit • Followed by successive audit • Process capability upkeep and enhancement: statistical process control (SQC) and statistical quality control (SQC) • 5S Housekeeping • Total Productive maintenance (TPM) • Zidoka and Andon: Employee empowerment and automation • Poka-yoke(Zero Defect)

28. “Quality is a Journey, not a Destination”