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18<br />
COVER STORY<br />
Journey to The Core of TPM<br />
With competition rife in industry TPM is the only thing that<br />
stands between success and total failure for companies.<br />
A program that works, it can be adapted to all sorts of<br />
work. TPM is not just another “program of the month” and<br />
management is totally committed to it. If everyone involved<br />
in a TPM program does his or her part, an unusually high<br />
rate of return compared to resources invested may be<br />
expected.<br />
Rationale for TPM implementation at KPCL<br />
• Enhancing capacity without additional capital<br />
expenditure<br />
• Eliminating losses and all non-value added activities<br />
• Honing skills and knowledge of employees<br />
• Enhancing Customer orientation<br />
• Creation of culture of “I operate, I shall maintain”<br />
Total Productivity Management yields zero break down and<br />
defects, thereby progressing on the path to zero accidents,<br />
increase in production by 30% minimum and reduced<br />
manufacturing cost by 20% at the very least. To remain<br />
competitive in today’s global market place a company<br />
needs a way to maintain its production machinery in top<br />
condition…. and TPM is the way to do it.<br />
TPM is of critical concern for Senior Management, where,<br />
emphasis is on ‘equipment consciousness’ and ‘shopfloor<br />
approach’ to solving problems.<br />
TPM ensures that each machine runs well without any<br />
unscheduled downtime and operates at designed speed,<br />
with no idling / minor stoppages; and that no defective<br />
part is manufactured ever. That each machine runs with<br />
minimum start-up, set-up and adjustment losses.<br />
• Establishing and maintaining standardized methods for<br />
equipment diagnosis, early detection of abnormalities,<br />
spare parts management, parts replacement procedures<br />
and information system to record equipment histories<br />
• This calls for minimizing equipment deterioration; for<br />
innovative designs to upgrade its performance as well<br />
as incorporate all types of maintenance (breakdown /<br />
preventive / productive / condition / monitoring / MP)<br />
In most workshops, the stance taken in case of breakdowns,<br />
quality defects and rework are always someone else’s<br />
fault; the attitude manifests ‘I operate, you fix’ or ‘I fix,<br />
you design’ or again, ‘I design, you operate’<br />
This proves to be a major hurdle. Breakdowns, Accidents<br />
and Defects DO NOT just HAPPEN <strong>–</strong> each is traceable to a<br />
root cause. The approach we should have is that we are all<br />
responsible for our equipment.<br />
TPM yields intangible benefits as well. A survey of operations<br />
and maintenance personnel has shown an enthusiastic<br />
response to implementation of TPM. No wonder.<br />
It improves teamwork and makes work interesting and<br />
easier; it builds ownership for equipment; Improves product<br />
quality; and Reduces / eliminates waste.<br />
The Internal bore grinding m/c (10/14) was taken up as a<br />
Manager’s Model m/c in TRM division. TPM implementation<br />
began here from 15th April. 2012. Results of this activity are<br />
encouraging and we commit that we will implement TPM in<br />
entire TRM division.<br />
V R Borgaonkar<br />
Sr. Manager (Plant Engg.) TRM Div.<br />
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