TPM Booklet

Indian Oil Corporation

Ltd
Guwahati Refinery
 TPM TREE

TPM POLICY

We are committed to
 Achieving Zero abnormality, Zero breakdown, Zero
defect to achieve excellence in overall plant
effectiveness (OPE).
 Inculcating analytical attitude and ownership to be
equipment and system competent and innovative.

PREFACE
The competitive environment is throwing up many management tools for performance
excellence. TPM is very well laid out, holistic approach towards continual improvement.
Guwahati Refinery is practicing TPM in true spirit and making good progress in its
implementation and bringing the cultural change.

I am pleased with the progress made in all areas of the refinery and we must work with the same
spirit and continue our efforts for sustaining and further improving in TPM implementation
activities so that Guwahati refinery will be able to apply for TPM award from JIPM, Japan.

This booklet on “Overview of Total productive Maintenance” being released with a hope that
every employee will make good utilization of this book and become knowledgeable in
implementing TPM in right direction.

I convey my good wishes to all Gangotrian and urge them to embrace TPM for better economic
growth & prosperity of the organization and thereby of the individuals.

G. Bhanumurthy
Executive Director

FORWARD
The business scenario across the world is going through a process of sea change, policies,
practices and strategies are changing fast to cope with the situation. The Indian market scenario
too has followed the global trend with the opening up of its economy and markets following
deregulation. Thus the greatest challenge before the industry is to adapt to the new rules of the
market quickly and effectively in order to build up profitability.
Making optimum use of the available resources and opportunities as well as acquiring a
competitive edge has thus become the guiding mantra of the day. Companies are drawing
business strategies to achieve customer delight by ensuring timely delivery of reliable products
and services at highly competitive prices. Hence the focus is on supply of quality goods and
services at prices which are competitive.
This scenario has necessitated bench marking of our work with global best practices. It can be
achieved by adapting a time-tested philosophy, which promises total elimination of all
unnecessary costs associated with material, operations, maintenance time and minimization of all
type of losses with total involvement of every employee of the organization. This philosophy is
called Total Productive Maintenance (TPM) armed with Indian Oil’s Vision and Mission to
become a transnational diversified energy company. Guwahati Refinery has embarked on the
path of TPM to achieve its objective.
Making the TPM concepts clear to all employees this “Overview on Total Productive
Maintenance” booklet has been prepared which explains about the concepts of TPM, the 5S
practices and about the 8 pillars in brief.
I hope this booklet will definitely make employees better understandable in adapting the concept
of TPM.
I wish all employees success in achieving our TPM goals

A C Mishra
Deputy General Manager (Technical)

TOTAL PRODUCTIVE MAINTENENCE

About TPM
 TPM is a philosophy, which brings results when practiced. It achieves the optimum use of
resources and obtains best results. It is more than just a 'tool'. It is a holistic productivity
improvement system that drives the entire factory and work force. TPM implementation
characterized by
 High quality of products serving consistently without increasing high costs
 Excellent Corporate Culture
 Self maintained work place (by everyone)
 Elimination of losses related to man, material and method
 Makes impossible to possible. A miracle in factory management.
 Zero 'break down, zero defects - the key to higher efficiency of machine / equipment.
Efficiency lies in spotting problems early and preventing losses of any kind
 Optimal life and availability of tool closer to work place
 Self-improvement
 Productivity in indirect department
 Optimum potential benefits of machines / equipments achieved by enough
synchronization between various factors in an organization
 Driven by common sense, use of brain at all levels.
 Simple approach triggering positive thoughts
 Deeper top down involvement & commitment
 Requires Focus, Focus & Focus
Commitment, commitment & deeper commitment
Communication, communication & repeated communication
Hard work & involvement
 Motivates people to come together, builds team spirit with pride of ownership

WHY IT IS NECESSARY
Consider which of the following conditions exist in your own work place:
Equipment conditions
 The equipment is generally very dirty
 The equipment leaks hydraulic fluid and lubricants
 Oil pans are overflowing
 People don't mind seeing dirt and grime piling up everywhere -they accept it as normal
 Motors get very hot or make strange noises
 Switches are covered with oil
 Large covers are sometimes used to protect certain machines, but their internal parts are
not cleaned.
 Some parts rattle and vibrate
 The equipment is positioned to make access for routine maintenance checks difficult
 Oilcans are left empty and dirty
 Drains are clogged.
 Wires and pipes are left in chaotic configurations making it hard to see which one goes
where
Area around equipment
 It takes a lot of time to clean up
 The floor is left dirty and slippery with oil
 There are a lot of useless items lying around
 Things are not kept in specified places
Equipment operators
 Operators do not perform regular equipment checks; in fact, they do not even know how
 Operators do not know how to replace equipment parts or perform precision checks
 When operators find an abnormality, they call the maintenance staff without trying to
understand the problem.
 Operators do not regard breakdowns and defects as their own problems.

If any of these conditions exist in the works place, it is the time for a change. TPM will get rid of
these conditions and ensure high productivity and quality.

TPM PARAMETERS
Effectiveness of TPM in industry is reflected by improvement P Q C D S M (Productivity
enhancement, Quality improvement, Cost control, Delivery in time, Safety and Mora1e)
Productivity enhancement is
Increase in
 Capacity utilization
 Value addition per employee
 Value added products
 Equipment effectiveness
 Plant availability
Reduce
 Quality give away of product
Quality improvement
 Reduced off spec products
 Reduced customer complaints (internal & external)
 Reduced reprocessing
Cost
 Reduced maintenance cost
 Reduced input cost (Crude, catalyst, chemicals, utilities)
 Energy saying (power, steam, Fuel and water)
 Maximization of preheat
Delivery
 On time delivery (Availability of products for marketing)
 Reduce product inventory
Safety
 Zero accidents (major, minor, loss time & property damage)
  Elimination of pollution incidents
 Meeting statutory environment requirement and attain improvement

Morale
 Increased number of suggestions
 Increased frequency of small group activity
 Increased number of one-point lessons
 Increased number of kaizen activities

WHY TPM
NEED OF TPM
TPM involves everyone from top to bottom to make the organization efficient & effective with
 Lowest cost
 Zero waste and
 Excellent Quality with
 Zero accidents
 Zero breakdowns
It guarantees improved results, visibly transforms the work place, raises the knowledge level
and skill level of employees. It encourages Team spirit.

OBJECTIVE
 To maximize overall equipment effectiveness through Total employee involvement.
 To improve the equipment Reliability and maintainability which will improve Quality
and Productivity
 To cultivate the equipment related expertise among operating personnel.
 To create an enthusiastic and lively work environment and culture.
 To break the barrier between the departments.
BENEFITS
TPM encompasses a powerful structural approach to change the mind set amongst people
making a visible change in the work culture of the company.

 Employees are motivated, committed and excited to achieve

 Zero defect products
 Zero breakdown of equipment
 Zero customer complaints
 Zero accidents
 Develops a highly positive and collaborative work culture.
 Increases empowerment and team spirit
 I can decide, I can do, I am empowered to do'
 Enhances reliability &flexibility of the plant
 Results in reduction in wastage and losses
 Enhances the profitability of the company
  Brings proactive maintenance into force.

ABOUT TPM PRACTICES

TPM is practiced by 8 pillars and the various functions of management assigned into 8 pillars.
Prior to the commencement of TPM practices the practice of 5S is instituted.

5’S’
1 S Seiri (Sort out)
 Eliminate cluster from the work place
 Remove the unwanted items from the work place
 Develop a clear policy for determining what can be discarded
 Regularly throwaway unwanted items
2 S Seiton (Set in order)
 A place for every thing and every thing in its place
 Arrange everything in a way you can retrieve quickly and return them to their
respective place quickly.
 Frequently used items should be stored for easy retrieval

3 S Seiso (Shine)
 Everyone is a panther
 Everyone should clean his/her own work area from the Executive Director to the
lowest employee.
 Everybody should take personal responsibilities for cleanliness
 Clean daily
 Allocate specific time for cleaning in the daily work schedule
4 S Seikatsu (Standardise)
 Develop and maintain standard conditions in the work place
 Decide when, by whom and how each item should be used
 Standardise quantities for all items for storage and movement
 Arrange tools and materials so that people can see at a glance where things are and
how much is available
 Use visual methods to indicate what is stored and where

5 S Shitsuke (Sustain)
 Develop self discipline among all people
 Teach people for good work place
 Identify bad practices and eliminate them
 Make 5 S as part of daily routine
 Conduct 5 S audits
  Reward teams for good 5 S discipline
8 PILLARS OF TPM
The 8 pillars of TPM are:
1. Autonomous Maintenance
2. Focused Improvement
3. Planned Maintenance
4. Quality Maintenance
5. Early Management
6. Office TPM
7. Education &Training
8. Safety Health & Environment
 Autonomous Maintenance is the maintenance activity performed by operators with
the support of Maintenance.
 Focused Improvement is an activity by a multi-functional group focusing on specific
problems.
 Planned Maintenance is the effective organization of the Maintenance function. It
deals with the implementation of a good preventive maintenance / reliability
centered maintenance program to meet the overall objectives of the Maintenance
function.
 Quality Maintenance in process industry ensures quality of product by maintaining
correct process conditions. For this, the equipment must function optimally. Quality
defects are prevented by checking and measuring equipment conditions periodically
 Early Management ensures quality and performance aspects are taken care in the
design stage.
 Office TPM brings improvements in the office areas. The Materials function is also
covered under Office TPM.
 Education & Training establishes training systems to cater to the increasing growth
of technology and skill requirements, to maximize the potential of each employee.
Equipment competent people are developed.
 Safety, Health and Environment focuses on elimination of unsafe condition/unsafe
action, zero accidents and zero pollution.

PRINCIPLES OF PREVENTION
Maintenance of Normal Conditions:
To maintain normal operating conditions operators prevent deterioration by cleaning,
checking, oiling and tightening the equipment on a daily basis.

Early discovery of abnormalities:

 While performing the above activities, operators use their sense and measurement tools to
detect abnormalities as soon as they appear. Maintenance workers also conduct periodic
diagnostic tests to check for abnormalities using specialized tools.

Prompt response:
Operators and maintenance staff respond immediately to abnormalities

CLEANING THE EQUIPMENT MEANS:

1) Cleaning becomes Inspection
2) Inspection reveals abnormalities
3) Abnormalities can be restored or improved
4) Restoration and improvement produce positive effects.
5) Positive effects lead to pride in the workplace.

SEVEN ACTIONS TO REACH THE TARGET OF ZERO BREAKDOWNS.

1) Prevent accelerated deterioration
2) Maintain basic equipment condition
3) Maintain operating conditions
4) Improve maintenance quality
5) Take repair work beyond quick fix measures
6) Correct design weaknesses
7) Learn as much as possible from each breakdown.

TPM TERMINOLOGY

KYE - Know Your Equipment

It means,
 Knowing process parameters
 Basic maintenance
 Lubrication standards
 Surrounding area
 Inspection requirements

OPE- Overall Plant Effectiveness:

OPE is the Overall Plant Effectiveness and take into account plant availability, production losses
and quality rate of the yield. It is an important indicator to understand the economics of operation
of a plant and identification of areas of its improvement.

Mathematically it is calculated as OPE

= (Availability) X (Performance Rate) X (Quality Rate)
The following pictorial presentation correlates the various plant and production factors and
losses to arrive at OPE.
OPL-One Point Lesson:
OPL is one of the part of Training and Education in which one lesson is covered at a time within
small period. It is prepared on a sheet and discussed in small groups within 5-10 minutes. It can
be prepared in the following three categories:
1. Basic Knowledge Sheet: Point that must be known
2. Trouble Case Sheet: Point that prevents the recurrence of troubles
3. Improvement Case Sheet: Point for improvement concept or method leading to positive
results.

It can be further described as a tool to communicate

1. Knowledge about equipment
2. Cases of problems and
3. Cases of improvements
OPL objectives are
1. To raise the knowledge and skill in short period of time
2. To have knowledge handy to be used any time they are needed
 3. To encourage team work and
4. To raise the level of commitment in the operator / technician

Sample of OPL sheet

Kaizen:

“Kai” means change and “Zen” means good (for the better). Basically kaizen is for small
improvements. Kaizen is carried out on a continual basis and involves all people in the
organization. Kaizen is opposite to big spectacular innovations. Kaizen requires no or little
investment. The principle behind Kaizen is that a very large number of small improvements are
more effective in an organizational environment than a few improvements of large value Kaizen
is aimed at reducing losses in the workplace that affect our efficiencies. By using a detailed and
thorough procedure we eliminate losses in a systematic method using various Kaizen tools.
These activities are not limited to production areas and can be implemented in administrative
areas as well.
Sample of Kaizen sheet

Autonomous Maintenance (Jishu Hozen)

The Purpose of Autonomous Maintenance:
1) It brings production and maintenance people together to accomplish a common goal - to
stabilize equipment conditions and accelerated deterioration.
2) It designed to help operators learn more about how their equipment functions, what
common problems can occur -and why and how these problems can be prevented by
early detection and treatment of abnormal conditions.
3) It prepares operators to be active partners with maintenance and engineering personnel
in improving the over all performance and reliability of equipment.
Some of The Skills Operators Need:
I - 1) The ability to detect, correct, and prevent equipment abnormalities and make improvements
that included understanding the importance of proper lubrication correct lubrication methods and
methods for checking lubrication.
I - 2) Cleaning (inspection) and proper cleaning methods
I - 3) Improving operation and maintenance procedures to prevent abnormalities and facilitate
their prompt detection.
II - 1) The ability to understand equipment functions and mechanisms and the ability to detect
causes of abnormalities.
II - 2) Knowing what to look for when checking mechanisms.
II - 3) Understanding the relation between special causes and abnormalities.
III-1) The ability to understand the relationship between equipment and quality.
III-2) Knowing how to conduct a physical analysis of a problem.
III-3) Understanding the causes of breakdowns.

Implementing Autonomous Maintenance In Seven Steps

- Autonomous Maintenance training takes a step-by-step approach making sure each key
skill is thoroughly learned before going on to next.
- Autonomous maintenance is implemented with the following preliminary step (0) and
seven Jishu Hozen Development steps.
Step 0: Preliminary Step
Step 1: Conduct Initial Cleaning and inspection
Step 2: Eliminate sources of contamination and inaccessible places
Step 3: Establish cleaning, inspection and lubrication standards
Step 4: Conduct general equipment inspection [Inspection training and develop inspection
procedure]
Step 5: Perform general process inspection
Step 6: Systematic autonomous maintenance (Organise and manage the workplace)
Step 7: Practice full self-management (Advanced improvement activities)
Step 0: Know Your Equipment
1) This step is an important one in which we can recognise why TPM is necessary thorough
understanding of forced deterioration.
2) Before getting down to the actual development steps consideration should be given for
predicted accidents and safety education should be completed.
3) Listing up all the predicable unsafe actions an unsafe conditions and the counter measure
for each predictable accident should be completed through the initial clean up.
4) Draw a sample illustration of equipment to identify its mechanism and to understand the
types of possible trouble
Step 1: Initial Cleaning:
1. Thoroughly remove dust and contaminants from equipment.
2. Use all our senses to detect looseness and vibration wears misalignment, abnormal noise,
overheating and oil leaks, etc
3. Initial cleaning expose hidden abnormalities & also valuable for understanding how
various parts functions.
4. Find the sources of contamination:
If the equipment becomes dirty soon after cleaning, look for the source of contamination.
5. Correct problems whenever possible:
When an operator finds an abnormality and tags its location. The team then needs to
figure out which abnormalities they can correct themselves and which must be looked
into by a maintenance group and they should set a dead line for correcting each one
however, team should take care of as many as possible by themselves.
Step 2: Eliminate Contamination Sources And Inaccessible Aeas
1. In this step the teams make cleaning and inspecting easier by controlling the
sources of duct and grime and other forms of contamination they found during
initial cleaning.
2. Control the sources of duct.
3. Make cleaning and inspection easier.
4. Stop contamination at its source.
5. Improve accessibility of areas that hard to clean and lubricate. Review time
required for cleaning and lubrication.
6. In this step Kaizen (Improvement) are made by the operator himself or herself.
7. Prepare tentative standards for cleaning and oiling based on improvement cases.
Step 3: Establish Cleaning Inspection & Lubrication Standards
1. This step aims at enhancing equipment reliability and maintainability.
2. Prepare an action standard for cleaning inspecting and lubrication like inspection
item, anticipated problem if abnormal, method, tools, time intervals, and
responsibility.
3. Introduce visual inspection to make checking work efficiently and correctly
perform by anybody.
4. Set clear cleaning standard, lubrication and inspection standards. This can be
easily maintained over short inspection time allowed for daily, periodic work
must be clearly specified.
Visual Controls
- Equipment name, no., and make.
- Put match marks on nuts and bolts
- Indicate ranges in instruments (acceptable)
- Lubricating oil levels, pipes, and quantity.
- Direction of rotation, v-belts and coupling.
- Pipes flow direction
- On / off indication on valves and switches.
Step 4: Perform General Equipment Inspection
To enhance the operator must be knowledgeable and confident about the equipment.
Developing equipment competent operators:
1. Develop the operator should be able to do minor servicing and
immediately recognize the equipment abnormal
2. Develop the operator alert i.e. human sensor operators.
3. Develop the operator must learn about all aspects of their equipment such
as equipment function, construction, and operating principles.
Preparation for General Inspection Training:
1. Prepare General Inspection items, such as pumps, valves, etc.
2. Basic functional elements such as nuts, bolts, lubrication system, drive system,
electrical system and instrument, etc.
3. Prepare general inspection manuals should list out and describe the basic
function and structure of the equipment should be inspected. Its function
failures, inspection procedure and action to take when abnormalities are
discovered.
4. Hands in training in correct tightening of nuts, bolts, and proper inserting of
gland packing.
Implementation of General Inspection
1. All the members to be trained by relay teaching method. Maintenance staff
-> Team leader -> Team member
2. Relay teaching in the form of hands on experience not class room
instructions.
3. Then evaluate individual skills in relation to the general inspection and
provide further training as needed.
4. Audit all the general inspection items to check for improvement in
equipment reliability.
Step 5: Perform Process General Inspection
To improve operator skill to ensure process competent operator and improve operation
reliability.
To improve stability and safety of the entire process by operating correctly.
1. Educate the operator correct operation of process and trouble shooting.
2. Teach the relationship between physical properties of material and parts to be
processed.
3. Teach how the process takes place from the material into product.
4. Prepare general inspection and trouble shooting manual
5. Prepare material and energy balance
6. Prepare one-point lesson
7. Prepare basic chemical engineering lessons sheets.
Implementing process inspection
1. Educate through relay teaching method Production staff --> Group leader -->
Team member
2. Provide on job training on correct adjusting and controlling method.
3. Assess operator skills by individual tests and follow up training where necessary.
Step 6: Standardize Autonomous Maintenance
In this step new inspection items added as a result of the general process inspection
performed in the 5th step.
1. The new standard procedure not conflict with provisional inspection items that
influence product quality.
2. No inspection should not be omitted.
3. The manuals and other standards to be updated using information gathered not
only from the autonomous maintenance activity but also from quality assurance
and breakdown analysis activity.
4. Establish a system of self-management for work place spares, tools, work in
progress, finished products, data, etc.
5. Establish a quality maintenance system.
6. Select planned maintenance equipment through equipment evaluation.
7. Prepare allocation responsibility for process and maintenance.
8. Standardize various workplace regulations. Improve work effectiveness, product
quality and the safety of the environment.
9. Collecting and recording data
10. Implement visual control system through the work place.
Step 7: Practice Full Self-Management
1. Develop company goals engage in continuous improvement activities.
2. Improve equipment based on careful recording and regular analysis of MTBF.
3. Increase awareness of management objectives and make everyone thoroughly
loss consciousness (including maintenance cost).
4. Continue with improvement to facilitate ease of inspection
5. Involve with maintenance in gathering and analyzing statistics, oil and grease
usage, quality defect and breakdown data, etc.
6. Improve equipment further by keeping accurate maintenance records (MTBF,
MTTR) and analyze the data in them.
7. Operators should make a habit of thinking analytically in dealing with quality
problem.
8. Decide when by whom and how can each item to be used.
9. Arrange item so that people can see at a glance where things are and how they
should be used.
Focused Improvement (Kobetsu Kaizen)
Focused Improvement is an activity by a multi-functional group, focusing on specific
problems. Focused improvement aims at maximizing the overall effectiveness of
equipment, processes and plants through elimination of losses and improvement in
performance.
As people get bogged down in routine activities and problems, there is no focus on
solving difficult problems. As a result loss and waste continue to build up. A multi
functional Focused improvement circle helps to capture focus and thrash out the
problem.
Focused Improvement in practice
The improvement teams should prepare in the following ways:
 Understand fully the significance of losses
 Understand the production process including its basic theoretical principles.
 Gather data on failures, trouble and losses and plot these over time
 Clarify the basic conditions necessary to assure proper functioning of equipment
and define clearly what factors contribute to its optimal state.
 Understand the necessary techniques for analyzing and reducing failures and
losses.
 Observe the workplace closer to discover what is actually happening.
Step by step procedure for Focused Improvement
Step 0: Select improvement topic
1. Select topic
2. Form team
3. Plan activities
Step l: Understand situation
1. Identify bottleneck processes
2. Measure failures, defects and other losses
3. Use baselines to set targets

Step 2: Expose and eliminate abnormalities

1. Painstakingly expose all abnormalities
2. Restore deterioration and correct minor flaws
3. Establish basic equipment conditions
Step 3: Analyse causes
1. Stratify and analyse losses
2. Apply analytical techniques (PM analysis, FTA, etc)
3. Employ specific technology, fabricate prototypes, conduct experiments
Step 4: Plan Improvement
1. Draft improvement proposals and prepare drawings
2. Compare cost effectiveness of alternate proposals and compile budget
 3. Consider possible harmful effects and disadvantages
Step 5: Implement improvement
1. Carryout improvement plan
2. Practice early management (perform test operation and formal acceptance)
3. Provide instruction on improved equipment, operating methods, etc
Step 6: Check Results
1. Evaluate results with time as improvement project proceeds
2. Check whether targets have been achieved
3. If not, begin again from Step 3 (analyse causes)
Step 7: Consolidate gains
1. Draw up control standards to sustain results
2. Formulate work standards and manuals
3. Feed information back to maintenance prevention program
Planned Maintenance:
Planned Maintenance is the specialized maintenance carried out by the Maintenance
department. Planned Maintenance needs the support of the Autonomous Maintenance by
manufacturing department.
The goals of Planned Maintenance are to eliminate equipment failures and process
problems and minimize losses.
An efficient Planned Maintenance program combines Time Based Maintenance (TBM),
Condition Based Maintenance (CBM) and Breakdown Maintenance (BM) as rationally
as possible.
Procedures that are required for the Planned Maintenance program are Reliability
Centered Maintenance- (RCM), Failure Mode and Effect Analysis (FMEA), Root Cause
Failure Analysis (RCFA) etc
Steps in practicing Planned Maintenance
Step 1: Evaluate equipment and understand situation
1. Prepare and update equipment logs
2. Evaluate equipment - establish evaluation criteria, prioritize equipment
and select PM equipment and components
3. Define failure ranks
4. Understand situation: measure number, frequency and severity of failures
and minor stops: MTBFs; maintenance costs, breakdown maintenance
rates etc
5. Set maintenance goals (indicators, methods of measuring results)
Step 2: Reverse deterioration and correct weakness
1. Establish basic conditions, reverse deterioration and abolish environments
causing accelerated deterioration (support autonomous maintenance)
2. Conduct focused improvement activities to correct weaknesses and extend life
times
3. Take measures to prevent identical or similar major failures from occurring
 4. Introduce improvements to reduce process failures
Step 3: Build an information management system
1. Build a failure data management system
2. Build an equipment maintenance management system (machine history control,
maintenance planning, inspection planning, etc)
3. Build an equipment budget management system
4. Build systems for controlling spare parts, drawings, technical data, etc
Step 4: Build a periodic maintenance system
1. Prepare for periodic maintenance (control standby units, spare parts, measuring
instruments, lubricants, drawings, technical data, etc)
2. Prepare periodic maintenance system flow diagram
3. Select equipment and components to be maintained and formulate a maintenance
plan
4. Prepare or update standards (materials standards, work standards, inspection
standards, acceptance standards, etc)
5. Improve shutdown maintenance efficiency and strengthen control of
subcontracted work.
Step 5: Build a predictive maintenance system
1. Introduce equipment diagnostics (train diagnosticians, purchase diagnostic
equipment, etc)
2. Prepare predictive maintenance system flow diagram
3. Select equipment and components for predictive maintenance and extend
gradually
4. Develop diagnostic equipment and technology
Step 6: Evaluate the planned maintenance system
1. Evaluate the planned maintenance system
2. Evaluate reliability improvement: number of failures and minor
stops, MTBF, failure frequency, etc
3. Evaluate maintainability improvement: periodic maintenance rate,
predictive maintenance rate, MTIR etc
4. Evaluate cost savings: decrease in maintenance expenditures,
improvement in distribution of maintenance funds
Early Management:
Early Management is a procedure to critically review an equipment or process at the
design stage itself. Optimising life cycle costs, trouble free plant commissioning after
construction, maintenance prevention and trouble free process performance are achieved
by Early Management practices.
The life cycle cost of an equipment or system is its total cost during the whole of its life.
It is the sum of the direct, indirect, recurring, nonrecurring and other related costs during
the design, development, construction, operation, and maintenance.
Life cycle costing is a systematic decision making technique that incorporates life-cycle
cost as a parameter at the design stage, performing all possible trade offs to ensure an
economic life-cycle cost for the equipment or system.
Maintenance Prevention design activity minimizes future maintenance costs and
deterioration losses of new equipment by taking into account maintenance data on
current equipment & the new technology and designing for high reliability,
maintainability, operability and safety.
Steps in practicing Early Maintenance
Step 1: Investigate and analyze the existing situation
1. Plot the current development management work flow
2. Identify problems in the flow
3. Clarify the mechanisms employed to prevent predicted problems at each
commissioning stage.
4. Establish what problems occurred during pilot production, test operation
and full-scale startup and what corrective actions were taken.
5. Identify any delays that occurred during pilot production, test operation and
full-scale start up.
6. Collect the available information pertaining to designing equipment and
systems with high levels of usability, manufacturability, ease of quality
assurance, maintainability, reliability and safety.
Step 2: Build an improved Early Management system
1. Investigate and outline the basic structure of the Early Management system
required and define its scope of application.
2. Investigate and establish a system for accumulating and using the information
required for Early Management.
3. Design or revise the standards and forms needed for operating the systems in 1
and 2.

Step 3: Debug the new system and provide training

Initiate model projects to enhance the system and improve everyone's performance.
Select enough topics for designers to experience the new system and ensure that the
topics are within the designers' capabilities.
1. Evolve the activities step-by-step for Early management phase and each topic.
2. At the same time, train people in the standard techniques required to implement
the new system.
3. At each step, evaluate the new system in terms of how well people understand it,
how skillfully they use the techniques, how well the feed back works and so on.
4. Use the results of this evaluation to augment or modify the system and the
various standards and documents.
 5. Documents the benefits gained by using the system.
Step 4: Apply the new system comprehensively
1. Expand the scope of application of new system to all areas.
2. Optimize life cycle costing and enhance the use of information in Maintenance
Prevention design.
3. Identify problems that occur at each Early Management stage when the new
system is followed. Rectify the problems at the early stages and try to achieve
vertical start up.

Quality Maintenance:
This is a practice to ensure quality through reliable processes and equipment. Off-spec
products and re-processing are eliminated, by analyzing processes and equipment.
Quality Maintenance consists of activities that establish equipment conditions that do not
produce quality defects, with a goal of maintaining equipment in perfect condition for
producing quality products. Quality defects are prevented by checking and measuring
equipment conditions periodically and verifying that the measured values lie within the
specified range. Potential quality defects are predicted by measuring trends in the
measured values and prevented by taking measures in advance.
Rather than controlling results by inspecting product and acting against defects that have
already occurred, Quality Maintenance aims to prevent defects from occurring
altogether. This is accomplished by identifying checkpoints for process and equipment
conditions that affect quality, measuring these periodically and taking appropriate action.
A Quality Maintenance program builds upon gains achieved through fundamental TPM
activities such as autonomous maintenance, focused improvement, planned maintenance
and operations and maintenance skill training. Elimination of accelerated deterioration,
elimination of process problems and development of competent operators are
prerequisites for a successful quality maintenance program.
Steps in practicing Quality Maintenance
Step 1: Prepare QA matrix
1. Check Quality characteristics
2. Investigate defect mode and sub process where defect occurs
3. Asses seriousness of defect mode
Step 2: Prepare production - input condition analysis table
1. Check deficiencies in production - input conditions for each defect mode in each
sub process
2. Check whether standards exist and are being followed
Step 3: Prepare problem chart
1. Analyze production - input conditions for problems in each sub process
2. Act promptly against problems that can be tackled on the spot. Carefully work
out countermeasures for problems that cannot be dealt with immediately
 3. Stratify defect modes, devise investigation techniques and plan countermeasures
Step 4: Evaluate seriousness of problems (FMEA 1)
This step directs the equipment improvement effort
1. Prioritize problems by assessing their impact on the quality defect mode
2. Decide on the assessment scale in advance
Step 5: Use PM analysis to track down causes of problems
1. For the most serious problems in the preceding step, analyze the actual
phenomena
2. Investigate using techniques such as PM analysis and propose counter measures
Step 6: Assess impact of the countermeasures taken (FMEA 2)
1. Perform a preliminary evaluation of the post-improvement situation using FMEA
Step 7: Implement improvements
Step 8: Review production - input conditions
1. Review production - input conditions identified in step 2
2. Check whether the production - input conditions are appropriate and correct
Step 9: Consolidate and confirm checkpoints
1. Use the results of step 8 to summaries the inspection items
2. Prepare a quality check matrix
Step 10: Prepare a quality component control table and assure quality through strict
condition control
1. Standards must be numerical and observable

Office TPM:
Office TPM brings improvements in the office areas. The Materials function is also
covered under Office TPM. In Office TPM, the office is oriented to provide excellent
support for operations. Office systems are effectively organized. Wastages are
eliminated. .
The Office TPM involves the practice of Administrative Focused Improvement,
Administrative Autonomous Maintenance and Performance measurement.

Administrative Focused Improvement

1. Clarify the subject
2. Identify relationships and isolate problems
3. Identify and prioritize improvement topics
4. Formulate basic improvement concept
5. Implement improvement
Administrative Autonomous Maintenance
The Administrative AM are practices for bringing improvements in the Administrative
Function as well as Administrative Environment.
1. Do initial cleaning and stocktaking
 Eliminate unneeded items and remove dust and dirt
  Rearrange office equipment for better efficiency
 Review workflow
 Review filing and storage
2. Identify and address problems
 Look for hidden, unnoticed and overlooked faults
 Look for losses
 Tackle problems with organizing, retrieval and using filed data
3. Tackle contamination sources
 Eliminate sources of dirt, dust trash and losses
 Make hard to inspect places more accessible
4. Prepare standards and manuals
 Formulate action standards that support systematic cleaning, checking and
loss prevention.
 Formulate effective filing system
5. Educate and train
6. Perform general inspection
 Use formulated checking standards and carryout inspection
 Enhance visual control
7. Establish full self-management
 Maintain and control
 Standardize and institutionalize improvements

Performance measurement
Cost effectiveness
 Cost reduction in consumables, inventory, communication, transportation etc
 Reduction in processing time
Functional efficiency
 Effective Utilization of facilities
 Quality improvement
 Effective utilization of HR
Creativity
 Environmental improvements done
 Workplace activities
 Employee morale

Checklist for Office TPM - AM

Applies to all areas - individual rooms, common areas, and conference rooms, canteen,
reception and materials management areas.
1. Is there any clutter / unwanted materials, lying in the office?
2. Are there loose papers without filing?
3. Are the files labeled, indexed and neatly arranged?
4. Is the retrieval time for files below 30 seconds?
5. Is the retrieval time for filed paper / documents less than 1 minute?
6. Is the table, office equipment free of dust / dirt?
7. Are the table drawers, cupboards neatly arranged? Do they contain any unwanted
material?
 8. Are the windows, curtains, sills, shelves, corners, grills and concealed places clean?
9. Has Visual Management been done in the office? Are the locations of important things
clearly designated?
10. Is there any wasteful movement of things in the office?
11. Are there any activities that do not add value and can be eliminated?
12. Are there any obstructions to movement in the office?
13. Can the arrangement of furniture / equipment be improved to get better office space?
14. Are there any potential safety hazards in the office?
15. Is the personal computer maintained well?
16. Are the photocopiers maintained well?
17. Is the communication equipment maintained well?
18. Are the electrical fittings in proper order?
19. Are the floors clean?
20. Is there any rodent / insect menace in the office?
21. Are conference rooms convenient? Are there any improvements needed?
22. Are the canteens and kitchens kept clean?
23. Are there flies in the canteen?
24. Do the canteens / tearooms have bad odor?

Education & Training:

Education & Training pillar establishes education and training system designed to
maximize potential of employees. Multi skilled employees, uniformity of work practices,
zero accidents & zero breakdowns can be achieved.
Educating & Training programs are made to systematically give both theoretical and
practical training, so the Equipment-Competent Operators and Equipment-Competent
Maintenance Personnel are developed.
Steps to develop Operating and Maintenance skills
1. Evaluate the current training program and set policy and priority strategies.
2. Design a program for improving operating and maintenance skills
3. Implement operating and maintenance skills training
4. Design and develop a skill development system
5. Foster an environment that encourages self-development
6. Evaluate the activities and plan for the future.

Safety Health & Environment:

Safety, Health and Environment has procedures focused on equipment processes and
people, towards achieving zero accident and zero health hazards.
To eliminate accidents and pollution, specific steps are taken to strengthen the
organization and management of both people and equipment. Employees are made safety
conscious and equipment is attended to eliminate potential safety hazards.
A company wide management system that can support, promote and direct the creation
of safe, pollution free, hospitable workplaces have to be put in place.
Steps to eliminate accidents and pollution
Steps 1-3: Establish basic safety requirement
Step 1: As part of initial cleaning, detect and correct any problems that might affect
safety or the environment.
Step 2: Sources of contamination are a threat to safety and pollution. Eliminate sources
of contamination and work towards achieving "Zero Leak".
Step 3: Include key safety procedures in cleaning and inspection standards.
Steps 4-5: Develop equipment and Process competent people
The more people know of their equipment and processes, the more safely they can
work. Link safety education & training to skills training through the use of accident
case studies. The number of accidents rises in proportion to the number of miner
stoppages; so attack accidents and problems by enhancing condition monitoring of
equipment and plant.
Steps 6-7: Consolidation
Take each step in turn, without rushing or omitting anything, until everyone becomes
confident and knowledgeable about safety.

Conclusion:
TPM in refinery will bring a radical change in work culture, increased efficiency, and
speed of processing and ultimately improve the morale & commitment of the
employees resulting in higher profitability.