Professional Documents
Culture Documents
The effective application of modern technology can only be achieved through people-starting with the operators of
that technology and not through technology alone. It is required to set and maintain the optimum symbiosis
relationship between people and machines for maximising capability of equipment. Total Productive Maintenance
(TPM), originated from Japan, is a very successful method for establishing qualitative maintenance programs and
combines the conventional practice of preventive maintenance with the concept of total employee involvement
through small group activities to maximise the overall equipment effectiveness(OEE) and quantity of production.
The companies that have introduced TPM, so far have been mostly manufacturing or process industry. The
application of TPM in mining machinery maintenance has been somewhat limited. In this paper TPM for mining
equipment has been highlighted. Impression has been given that it is all about a cultural change in the way people
care for equipment, i.e., equipment effectiveness, quality maintenance, people and culture. OEE has been presented
for mining equipment. TPM implementation and Indian culture have been outlined. OEE of dragline equipment has
been assessed.
Key words: maintenance, availability, OEE, Culture, implementation
1. Introduction
Maintenance was considered as a grey and neglected area in business management during recent
past when a very small part of total production cost went into maintenance due to low level of
mechanisation. Often maintenance is a secondary process in mining companies that have
production as their core business. The result is that maintenance does not receive enough
management attention. Another reason for the lack of management attention is the belief that
maintenance costs are not controllable. Management often looks at maintenance as a necessary
evil, not as a means to reduce cost. Now, there has been a sea change in coal mining
technology. Rapid advances in technology in manufacturing of mining machinery have led to
more opportunity for mining industry to procure and to use sophisticated, automated, higher
capacity, precise design, complex and capital intensive mining equipment in production system
for meeting energy demand, productivity, profitability and competitive threat. Due to
automation and mechanisation production processes of an organisation move from labour
oriented to machine oriented. But inefficient operation and deficient maintenance often prevent
utilisation of its full capacity. Interest in the maintenance and operational reliability of all
capital-intensive equipment has been stimulated by the current emphasis on reducing production
cost. The developments in mechanisation, automation and even of integration, and the resulting
complexity in design of the equipment involved, have made the reliability of the machines even
more important. This is especially true in the mining industry, characterised by expensive
specialised equipment and unstructured, stringent and somewhat hostile environment where the
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position of the work piece or equipment is somewhat uncertain. That is as technical complexity
increases, the required level of maintenance expertise and quality of maintenance task done
increases, and the demand for maintenance, including preventive maintenance, increases. As a
result, in most mining operations today, maintenance-related costs for a typical surface mining
operation accounts for about 40-50% of operating cost. For an underground mining operation, it
is about 30-45%. An average 40-50% of operating budget is consumed by maintenance
expenditure in a mechanised mine. For low level of maintenance, more number of machines, are
required to meet the production target. More standby equipment increase the capital cost and
overall cost of production. Again, downtime cost or loss of production of such expensive
specialised equipment due to unnecessary machine downtime from poor machine design/
reliability/operation/maintenance plays an important role for profitability of the mine. Poor
availability of the machine is no longer affordable to mine management in the competitive and
dynamic business environment. Nowadays, profit margins are getting eroded. As mine
management demands better and greater performance of the machines, the machines also
demand more of them[1]. Therefore the need for adequate or appropriate maintenance strategy
becomes obvious to reduce the business risk. Maintenance should not be considered to be a "
necessary evil" but a "necessary hand for targeted coal production.
After the Second World War the Japanese companies realised, that they must have a higher
quality in the product to compete in the world market. The Japanese were acquiring
management, preventive and productive maintenance know-how during visits to the U.S.A. and
Europe, and tailored them to their needs. They are the leaders at the implementation of
technology. It was felt that organisation may be thought of as a socio-technical system derived
from the concepts that all work systems require both a technology ( hardware and software) and
a social group of people who use that technology[2]. During sixties it was felt by some world
class Japanese companies that the effective application of modern technology can only be
achieved through people-starting with the operators of that technology and not through
technology alone. It is required to set and maintain the optimum symbiosis relationship or
interface between people and machines for maximising equipment effectiveness. Ideally both
operations and maintenance people are responsible for upkeeping the equipment and should
jointly determine the best method to operate, maintain and support it. The attitude I operate,
you fix and I add value, you cost money should not persist. Hence a new machine
maintenance concept that is Total Productive Maintenance (TPM), comes up in the picture[3-5].
In this paper a brief description of TPM for mining machineries has been outlined. OEE has
been presented for mining equipment. OEE of dragline equipment has been assessed.
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however is ignored by those responsible persons and this is not desirable. The reason of such
misunderstandings is the lack of appreciation of maintenance and improper co-ordination
between operation and maintenance functions and departments[1].
3. Evaluation of Total Productive Maintenance( TPM)
The concept of Total Productive Maintenance(TPM) was introduced in Japan in the early 1970s.
TPM is promoted throughout the world by Secichi Nakajima,[4] the father of TPM, and Japan
Institute of Plant Maintenance (JIPM).
TPM was defined in 1971 by the Japan Institute of Plant Engineer(JIPE), the predecessor of the
JIPM, as follows:
TPM is designed to maximise 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.[5]
Therefore TPM can be thought of as an integral part of the just- in- time(JIT) philosophy, and is
strongly related to Total quality management(TQM). TPM uses many of the same process
improvement techniques as JIT and TQM. While TQM is to improve overall management
quality, TPM is directed towards equipment improvement. For this it is said that TQM is more
software oriented and TPM is more hardware oriented[6]. Some researchers argue that the
implementation level of TPM is closely related to the implementation level of JIT and TQM.
Companies that are higher levels of JIT and TQM implementation, also have higher levels of
TPM implementation.
The use of the word maintenance in the total productive maintenance(TPM) is misleading. It
has a much more embracing meaning than the word maintenance. It includes more than
maintenance, it addresses all aspects of production process. Actually TPM is all about a cultural
change in the way people care for equipment, that is, equipment effectiveness, quality
maintenance, people and Culture. In the traditional approach, maintenance is the responsibility
of a specialist function within the organisation, whereas in the, TPM philosophy maintenance is
the responsibility of the whole company, from senior manager to machine operators[7].
4. Main Pillar of TPM:
TPM is based upon five key elements as pillar as follows[3,8-12]:
(i)
major
(ii)
(iii)
Establishes and improves the maintenance strategy( level and type of planned and predictive
maintenance and maintenance prevention) for the entire life cycle of the equipment by expert
engineers.
(iv)
A training programme for increasing the skill, knowledge and motivation level of operators
and engineers by individual and group cultural development.
(v)
However, in recent time it has been expanded to 8 pillar with the focus on (1) Development
Management (2) Safety, Health and Environment( SHE) and (3) TPM in Office.
(i)
(ii)
(iii)
(iv)
Reduced speed
(v)
Idle time
(vi)
The key measure used in TPM with respect to the above factors is overall equipment
effectiveness which is the product of three efficiency measures:
Availability, Performance rate and Quality.
The companies that have introduced TPM, so far have been mostly manufacturing or process
industry. It can determine the quality rate of the product. What is meant that quality rate can be
used as criteria for OEE. The application of TPM in mining machinery maintenance has been
somewhat limited. Most of the mining equipment engaged mainly for production are either
cutting/excavating or loading/transporting. For calculating the OEE we have replaced here the
quality rate with utilisation rate and Paraszczak2000 and Beasley'91 also confirm this. So for
mining machinery, then OEE will be
Overall equipment effectiveness = availability performance rate utilisation rate
Where
Total up time
Availability =
=
Total available/ planned time
Total available time refers to the total available shift/ planned time for production and downtime
refers to stoppages resulting from breakdown, maintenance actions, set up and adjustments etc.
Actual output from a machine ( when meet the required quality standard)
Utilisation =
Total planned time
These three efficiency measures with six big losses and performance indicator are graphically
presented in Fig.1. OEE is not only measure the performance of the maintenance department
activities but also the design and commission as well as how well the maintenance and operation
improvement activities are doing. To better understand how well a machine is performing and to
identify what is limiting higher effectiveness, OEE brings into one common metric. OEE has an
unleashing power. As per Japanese" to discover the mountain of possibilities". It is recognised
that the adoption and practice of TPM is a key step to achieving the desired OEE improvement.
The analysis of OEE metric can be used as a basis of information for improvements in
individual machine. It is imperative to measure the effectiveness of machine in order to monitor
how the strategies/ systems are delivering the expected competitive advantage. If it can not be
measured there is hardly controlling the abnormality of the equipment. Measurement is an
important requisite of the continuous improvement process of the equipment. Peter Drucker, a
leading expert on management stated " The measurement used determines what one pays
attention to." With this in mind, one can see that when he measures the right things, he identifies
where he is and what he needs to do to get him where he wants to be. As F.W. Taylor once said
"if it can't be measured it can't be managed." Measurement of OEE is required for proper
management the equipment. The advantage of using OEE as a measure is that it clearly
identifies causes of losses in machine effectiveness, and allows the continuous monitoring of the
most critical factors which influence machine performance. A little improvement on the OEE
Breakdown losses
( equipment failure/ break
down)
Availability
Control
Performance Rate
Reduced speed
Metre
Idle time
Use
loss
es
Total effective
available time
on equipment
Utilisation Rate
Overall
Equipment
Effectiveness
Planned maintenance:
Planned and productive maintenance are the foundation stone of TPM. TPM promotes the use
of preventive and predictive maintenance techniques. In TPM programme, trained and skilled
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Training
Training is essential for effective maintenance programme. A well defined training programme
not only creates a positive and necessary ingredient for employee motivation, but also improves
the equipment effectiveness. Success of TPM strongly depends on a well-structured training
programme. The best way of learning and understanding the equipment and maintenance is
generally attained through experience. Training is given to operators to upgrade their
knowledge- both tacit and explicit knowledge. It is not sufficient to know only " Know-how or
tacit knowledge" but they should also learn " Know-why or know-what or explicit
knowledge"[15]. So training should be on and off the job.
(v)
While a great progress can be made in reducing downtime with autonomous and planned
maintenance, zero breakdowns can only be achieved by maintenance prevention or design-out
maintenance or engaging KAIZEN activities. Equipment improvement and maintenance
prevention should be implemented through KAIZEN, cross-functional small group activities.
For this engineer, designers of the equipment, supplier of equipment, finance, operations and
maintenance department should work concurrently to achieve a system of maintenance
prevention for maximising the OEE by eliminating many of the reasons for poor reliability,
availability and maintainability( RAM) at initial stage. For achievement it requires cultural
change, equipment i.e. productive maintenance and proprietary technology, quality maintenance
and people. So culture, method and strategy of asset management should take care at the same
time for effective TPM achievement. The success of TPM comes from the synergy of all the
above elements working together[7]. This is presented by a fault tree in Fig. 2.
So TPM is a low cost, quality and autonomous maintenance system for maximising
equipment effectiveness by involving all of a companys functions and departments in a
preventive maintenance system. TPM brings together production and maintenance to improve
overall equipment effectiveness(OEE) by eliminating equipment related losses. It makes
maintenance function much more responsive to the requirements of operation equipment and
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covers all departments such as planning, the users and the maintenance department, and
promotes improved maintenance through small group autonomous activities. Again, the
different aspects of TPM is specially emphasised by different level of employee such as six big
losses and planned maintenance for middle management, autonomous maintenance for
operators, and maintenance prevention for senior management. The total involvement is
achieved by establishing TPM work committees or groups. As per Japanese perceptions,
management has two major components: maintenance and improvement. Maintenance means
maintaining the current techno-managerial standards through training and discipline, whereas
improvement( KAIZEN) refers to improving the current standards. In TPM, everyone works
together as part of the improvement process. Group activities are the catalyst for changes. As the
manager is higher up, he or she is more concerned with the improvement.[ Imai,91]. With this
objective, a TPM organisation along with job function is presented by an illustration in Fig.3.
6. Implementation of TPM:
TPM should be implemented in stages and systematically. Companies implementing TPM are
normally using JIPM basic concept, but they are adapting it to their own company, and to its
goal-setting and problems. For installation of TPM, requires proper understanding of the total
effort, full hearted support of management, sufficient TPM staff, enough and good training
programme, development of a good installation strategy, choosing right approach, proper step to
overcome union resistance. Nakajima outlines 12 steps involved in developing and
implementing a TPM programme. Hartmann[10] also prescribes a 12 staged Western approach
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Knowledge &
Culture
Workforce
1. Training &
education
2.Attitude
3. Involvement
System
Autonomous
maintenance
( Jishu-Hozen)
Equipment
Efectiveness
Continuous
improvement
of total process
(Kaizen)
Equipment
improvement
by targeting
the major
losses.
Quality
Maintenance
Planned,
Predictive and
preventive
maintenance
Maintenance
prevention
Company TPM
committee
`
Autonomous
maintenance
MAINTENANCE
IMPROVEMENT
Maintenance
Prevention
Technical director
Area TPM
committee
Area engineer/
General manager
Colliery TPM
committee
Mine manager/
Engineer
Line TPM
committee
Supervisor /
Overman
TPM
circle
Workers
to successfully installing TPM. Willmott(1994) has also developed a 8 step approach for TPM
implementation route. Companies should tailor the TPM implementation plan according to their
cultures, issues and conditions. The main points for TPM implementation of mining industry
should be as follows:
The mine management leading the effort must understand what TPM is, how it works, the
proper installation sequence, what it can do for mine, the amount of effort that will be
required, how long it will take etc.
TPM requires leadership to be effective from introduction. That is part of the meaning of
total in total productive maintenance. Without effective leadership equipment performance
and reliability will continue to decline and TPM initiatives will be short lived.
Analyse existing conditions such as operational processes, about equipment( type, capacity,
operational behaviour), maintenance operations etc. and set goals.
Launching training and education for employee and TPM teams. Forming special committee
at every level to promote TPM.
Environment and safety are better, because proper cares of the equipment are taken.
Motivation is higher, because the duties and responsibilities and rights are delegated and
enough training is given.
TPM reduces equipment losses by taking care and control. In TPM, reducing equipment
breakdown without increasing the total cost of maintenance is possible. Again, TPM helps to
increase the organisations capability by improving the problem-solving skill of individuals and
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enabling learning across various areas. In many cases, operator awareness is an excellent form
of diagnosis and can lead to successful early intervention. Operators can awake of minor faults,
unsuitable operating conditions, defective procedures and lapse in regular attention required by
preventive maintenance schedules. Furthermore, there is a difference between mining and other
industries. Mining machines have to work in outdoor environment. The position and time of
breakdown of a piece of equipment in mining particularly surface mining is sometimes
uncertain. So hostile mining environment may create different delay, usually related to
administration, response time and logistics, which may reduce uptime.
Though the concept of TPM is simple and obvious, there are some reported shortcomings.
Managers of non- Japanese particularly Indian companies are more oriented towards early result
rather than process oriented approach to improve processes for the objective of reducing losses
at long- run [Imae91].
We are inclined to appreciate those who respond quickly to crises and aim at their solution. On
the other hand, We are prompted to ignore those who simply " do a good job". Culture is the
biggest factor in implementation.
Continuous improvement requires detail data analysis. It is often heard from system manager in
mine level that we are collecting and recording enormous data for machine operation but
management are reluctant to take initiative to analyse the data for decision making for machine
improvement. Sometimes data are collected only for record- keeping purposes nothing else.
While the philosophy of TPM is sound, its implementation lacks focus, and a system approach
that is compatible with different environment. About 50% of the TPM initiatives introduced in
America since 1986 have failed to produce the desired results and have been abandoned-not
because of its systems or engineering techniques or the inherent concepts of TPM but rather
because of its attention to the management of human factors or the lack of using all the key
elements of TPM in ways that are connected to the business and focused on results. There is a
much cultural different between the Japanese and the Indian. Japanese have more affinity for
small groups and consensus decisions.
The work ethic in Japan is found to be very strong and comes before self and family. This is
what is conformed by Willmott[1994]. Whereas in India, employees are more interested on self,
rather than company and thus it is egoism, not altruism is considered to be the ideal. They don't
bother about work. Indian mines generally strive for instant results rather than for long-term
machine improvement. On many occasions, maintenance activity gets restricted to a patchwork
for short-term gain. So cultural change and people participation is the main factor for success for
TPM implementation.
13
We do not mean however that TPM faces overly serious impediments, or it is an ineffective
technique in Indian plants. On the other hand, we mean that when the leaders of an organisation
have given the impression that the success of the individual is less important than that of the
organisation, then a team oriented corporate culture can develop and can lead to success. In fact,
it is the personal history, nature, socialisation, experiences attitude, belief and perception of the
leaders and their realisation of the factors that make room for success in the particular fields that
have prompted them to create the core culture- consciously or unconsciously and this also
proves that India has given birth to a large number of effective organisational leaders. Of course,
management commitment is a precondition of taking initiative for implementation of TPM
method. The commitment of the employee is also a precondition, for the obvious reason that it is
the employee who particularly take steps for such implementation. "All organisations are
basically living, social organisms. Culture is more powerful than anything else in the
organisation."[17] In fact, it is so powerful that its impact supersedes all other factors
particularly when it comes to economic and organisational performance. So it can be definitely
said that TPM concept, can work in practice only when culture is compatible with it. So it
follows that any organisation can have the most superb strategy, but it will either hamper the
progress or will lead to failure if culture is conducive to that strategy. This is why, every
organisation must have its own culture, character, nature, and identity. Organisations are
comprised of communities of people with a mission, because the organisations are not mere
machines. This is why many plants throughout the world including India have applied TPM
effectively, and most plants have of tremendous need for improved communication and
teamwork which could pave the way for the application of the TPM methodology.
8.
It found the OEE assessment table and figure 4 for dragline as follows: OEE is above 0.4 in
June, August, September, November and December; within 0.2 0.4 in April, July and October
and below 0.2 in May.
Table 1 Assessment of Overall Equipment Effectiveness(OEE) for dragline machine
Shift H Work H
720
720
720
744
744
720
744
720
744
397.6
219.4
541.6
497.3
621.5
604.5
352.5
500.8
603.1
Idle H
Mt H
164.5
262.2
11.9
160.5
26.5
23.5
284
116
28
129.3
218.4
120.5
54.4
45.8
56
76.5
53.7
31.8
28.6
20
46
31.8
50.2
36
31
49.5
81.1
Per.rate
O.E.E
OEE(proposed)
0.8115
0.8326
0.7681
0.6488
0.7015
0.7102
0.7792
0.7987
0.8202
0.3280
0.1543
0.5313
0.3216
0.5256
0.5470
0.2129
0.4279
0.5674
0.648989
0.458374
0.802294
0.685471
0.824077
0.833823
0.555121
0.737252
0.825149
Efficiency
April
May
June
July
August
Sept
Oct
Nov
Dec
B/D H
1
0.8
0.6
0.4
0.2
0
0
Availability
4
5
6
7
Month[April-Dec]
Utilization
Performance rate
10
OEE
Concluding Remarks
A systematic and long-term work with the TPM has a positive influence on the following
elements in an organization.
Environment and safety are better, because proper cares of the equipment are taken.
Motivation is higher, because the duty and responsibility and rights are delegated and
enough training are given.
TPM reduces equipment losses by taking care and control. In TPM, reducing equipment
breakdown without increasing the total cost of maintenance is possible. TPM helps to increase
the organization's capability by improving the problem-solving skill of individuals and enabling
15
diagnosis and can lead to successful early intervention. TPM is a very efficient system to apply
in mining industry as a whole. TPM is a possible approach to reach better overall equipment
effectiveness. It can be said that it is company-wide continuous improvement programme with
particular emphasis on changing the culture of the mine level through improved attitude and
skills. TPM progress is measured by the stages of autonomous maintenance completed, and
visible progress is also seen in the higher reliability of equipment, reduction of waste and
improvements in safety in mine. OEEs of dragline machines have been assessed. It is found that
OEE of machines are not satisfactorily. There is a room for improvement.
Acknowledgements
The author is thankful to the mine management for providing data and necessary facilities for
carrying out the study.
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