godrej Presentation1

8/7/2019 godrej Presentation1

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IMPROVING OVERALL

EFFICIENCYOF THE CUTTING MACHINES

BY

IMPLEMENTATION OF PILLARSOF TPM.


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PILLAR 1 - JISHU HOZEN (Autonomous maintenance):This pillar is geared towards developing operators to be able to take care of small maintenancetasks, thus freeing up the skilled maintenance people to spend time on more value added activityand technical repairs. The operators are responsible for upkeep of their equipment to prevent it

from deteriorating.

PILLAR 2 KOBETSU KAIZEN:"Kai" means change, and "Zen" means good (for the better). Basically kaizen is for smallimprovements, but carried out on a continual basis and involve all people in the organization.Kaizen is opposite to big spectacular innovations. Kaizen requires no or little investment. The

principle behind is that "a very large number of small improvements are move effective in anorganizational environment than a few improvements of large value. This pillar is aimed atreducing losses in the workplace that affect our efficiencies. By using a detailed and thoroughprocedure we eliminate losses in a systematic method using various Kaizen tools. These activitiesare not limited to production areas and can be implemented in administrative areas as well.


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1 . Easy to implement.2. It can be more cost effective compared to other

three processes.3. Everyone is involved during KK activity i.e. frommanager to shop floor worker

So that every operator gets the feel of experiment4. More operators friendly.5. It can be done with less cost.


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1 . Easy to implement.2. Uninterrupted operation of equipments.3. Flexible operators to operate and maintain

other equipments.4. Eliminating the defects at source through active

employee participation.


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S R.NO. ACTIVITY TIME in min %

1. tti if JO 115 19 .79

2 . M asur m t 83 14 .28

3. Op rator o availability 3 5 4 .30

4 . Cra waiti tim 15 2 .58

5. M/C dow tim 3 13 53.87

6. Tool cha i tim 30 5.16

TOTAL 581 100


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Setting of Job20%

Measurement14%

perator nonavailability

4%Crane Waiting

time3%

M/C Down Time54 %

Tool ChangingTime5%


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M/C Down Time.

Setting Time.Measurement .


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REAS N

Maintenance

S LUTI NPreventive Maintenance of M/C to be done on time toavoid maintenance while M/C is in production.


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REAS NF atigue to perator in Setting the Job.

S LUTI NSensors are to be employed on machine for measurementpurpose.


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REAS NPresently measurement is done manually by operator.New measurement type equipment must be procured tominimize measurement time.

S LUTI NSensors (stops)assembly has to be done near to the

machine blade so measurement time will be minimum.


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S R.NO. ACTIVITY TIME in min %

1. c l / la t a s 98 9 .75

2. tti Tim 17 1.223. tart- L ss s[m ck- ] 288 2 0.52

. Mi r t a [Tim L ss] 20 1.42

5. N Availability f Mat rial 340 24.24

. N Availability f rat r 40 2 .85

T TAL 1403 100


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Scheduled/Planned

Stoppages50%

Setting Time1%

Start-up Loss[mock-up]

21%

Minor Stoppage[Time Loss]

1%

Non Availabilityof Material

24 %

Non Availabilityof perator

3%


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Scheduled/Planned Stoppages.Non Availability of Material.

Start up Loss[mock-up].


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REAS NLoading Time f Plate Is Too High.Time consumed for Setting the Job Plate.

S LUTI NSLoading Time Should Be Minimized By ffline Setting f Plate.Special fixture to be Designed for Quick Setting of Job Plate.


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REAS NImproper & Unplanned Stacking of Plates.

S LUTI NSProper stacking of plates as per priority.Proper proactive planning to feed the m/c as perplan.


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REAS NNo cleaning before perator reports the machine.Major time consumed in Test Run.

S LUTI NSSpecial Cleaning staff to be provided for cleaning of the m/c before operator reports on the m/c duringeach shift.Special F ixture to be made to avoid Test Run.


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