Production & Operations Management

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Case Study
Implementation of TPM
in food
industry
Group Members

Umair Abbas 07-IME-35

Muhammad Mateen 07-IME-33

Ahsan Riaz 07-IME-24

Awias Javed 07-IME-03

 TPM...?????
TPM
is
Total Productive Maintenance
In 1971 the Japanese introduced and developed the concepts of Total Productive
Maintenance (TPM), in response to the maintenance and support problems
encountered in manufacturing environment
 TPM’s Definition
TPM is a Productive Manufacturing System with the total
participation of Managers, Supervisors, Engineers, Operators &
Technicians.
TPM describes a relationship between production and maintenance, for
continuous improvement of product quality, operational efficiency,
capacity, assurance and safety.
 TPM’s Benefits
 Maximization of Overall Equipment Effectiveness (OEE)

 Establishment of a Complete System of Maintenance

 Create a Better Working Environment

 TPM’s Objective
The main Objective of TPM is
Zero Defects Zero
Defects
Zero Accidents
Zero Interruption TPM’s
Objectives
Zero
Accidents

Zero
Interruption
 TPM
TPM mainly deals with
Availability
Product Quality

Maintenance TPM
Safety Requirement
Plant
Cost- Effectiveness
Pillars of TPM
 Abstract
Of
Case Study
Purpose
 The purpose is to adopt the TPM in the food industry and especially in
bakery products.
 It aims to develop a methodology for increasing production rate,
improving the quality of the products and providing a healthier and safer
work environment
 Design/Methodology
The methodology is based on
 analyzing the reliability data of an automatic production line.
It is divided into four steps, whose aims are to bring forth improved
maintenance policies of the mechanical equipment.
Also, the continuous and thorough inspection of the production process is
achieved through measurements of the overall equipment effectiveness
(OEE).
 Findings/Goals
The goal of development methodology is to bring competitive advantages,
such as:
 increasing the productivity
 improving the quality of the products
 and reducing the cost production of the line.
 Practical Implications
In the food industry
 The production process requires non-stop operation of automatic
production line equipment.
A stoppage in a production line due to a failure of the equipment causes
 A drop in the production rate
 Quality problems in the products.
 Originality/Value
This Case Study presents the implementation of TPM in a pizza production
line using certain assumptions and then implementing the generalization
of the results in bakery production lines

TPM in
Pizza Implementing
Assumptions
Production Line Results
 Approach
The development methodology in the food industry increases
 the production rate
 improving the quality of the products
 providing a healthier and safer work environment.
It can be useful to guide
 food product machinery manufacturers
 bread and bakery products manufacturers
To improve the design and operation of the production lines that they
manufacture and operate.
 Introduction
 Many manufacturing systems operate at a lower capacity with a consequence of a higher cost of
the producing products.

 Low productivity is the result of the worst function of the production lines. This is can be a
result of imperfect maintenance of the machines or workstations.

 Maintenance is undertaken to preserve the proper function

of the system so that it will continue to do what it was designed to do
TPM’s Activities
Conclusion

Case Study

Methodology

Calculating Indicators

Calculating Losses
 Facts & Figures
15 percent to 40 percent (average 28 percent) of the total production cost is attributed to
maintenance activity in the factory. These costs are associated with maintenance staff,
maintenance policy (preventive, corrective maintenance), labour, spare parts acc.

(Mobley,1990)
TPM is an aggressive strategy focuses on actually improving the function and design of the
production equipment
(Swanson, 2001)
 Losses
The activity of TPM is the deduction and elimination of defectives and is
characterized by six types of “Losses”

Breakdown losses Reduced speed losses

Set up &
adjustment losses
Losses Quality defects &
rework losses
Idling & minor Start-up losses
stoppage losses
 1. Breakdown Losses
These are of two types
 firstly, time losses due to equipment failure, when productivity is
reduced
 secondly, quantity losses, caused by defective products.
Eliminating these losses is extremely difficult.
 2. Set up & Adjustment Losses

This refers to time losses from the end of the production of the previous
item, cleaning through product-change adjustment to the point where the
production of the new item is completely satisfactory.
 3. Idling & Minor Stoppage Losses
Idling and minor stoppage losses occur when production is interrupted
 by a temporary malfunction
 machine is Idling
These problems are often overlooked as removing the offending item rectifies
the problem.
Zero minor stoppages is the goal.
 4. Reduced Speed Losses
These losses are the difference between design speed and actual operating
speed.
The reason for the difference in speed could be quality or mechanical
problems.
 5. Quality Defects & Rework Losses

Quality defects and rework are losses in quality caused by malfunctioning

production equipment.
Elimination of these defects required repairing defective products to turn
them into excellent products.
 6. Start-up Losses
Start-up losses are losses that occur during the early stages of production.
Start-up after periodic repair and start-up after (long-time stoppage) are
defined as time losses which are used for calculating the availability of
equipment.
Start-up after holiday and start-up after lunch breaks are defined as speed
losses which measure the performance efficiency of equipment.
 Description of Losses
 The first two are Time losses
 The next two are Speed losses
 The last two losses are regarded as Quality losses

These losses directly affect the quality rate of the equipment

 Indicators
 Availability (A)
 Performance efficiency (PE)
 Quality rate (QR)
 Overall Equipment Effectiveness (OEE)
 Availability (A)
The indicator A is influenced by time losses that decrease the available time
of production and is defined as
 Performance Efficiency (PE)
The indicator PE is influenced by the number of produced items in a given
period of time, and is defined as
 Quality Rate (QR)
The indicator QR takes into consideration the number of reject products at
the production process (scrap) due to quality defects, and is defined as
 Overall Equipment Effectiveness (OEE)
The three previously calculated indicators contribute to the determination of
indicator OEE that globally expresses the production line effectiveness, and
is defined as
 Methodology
Food Industry Requirement
 Unhindered operation of mechanical equipment
Failure in Production Line causes
 Reduction of production
 Qualitative problems in the produced products
Methodology involves four steps:
 Collection of data, timing and recording
 Growth of a training program and measurement of OEE
 Methods for minimizing time loss
 Estimation of the personnel’s opinion of the results of study – Second estimation of
time losses
 Step-1: Collection of data, timing and recording

A detailed recording of the company’s maintenance files is made.

The following times were calculated for each machine and each product that was produced in the machine:

 Start-up time (beginning of production until stabilization);

 Set-up time (change of product in the production line and adjustments up to the smooth flow of
operation); and
 Time process of the product.
 Time to failure
 Time to repair
 the number of products which require rework
 Time lost because of short stops
 Step-2: Growth of a training program and measurement of
overall equipment effectiveness
 Personnel’s training - success in the installation, application and development of the work
 The training included work tools and leadership in the new requirements
 Requirements became comprehensible and consolidated themselves completely
 These requirements constituted daily duty of personnel who were involved
 Overall Equipment Efficiency (OEE) was calculated by following equations:
 Step-3: Methods for minimizing time loss

Focus on improvements that can be made

For that a number of questions were answered.
More concretely, it included following measures:
 Application of methods for a determinate action plan of balancing times, and reducing of losses
reason to the failure of the equipment.
 Concession of competences for adjustment and maintenance to the operators that will
simultaneously become controllers in the line.
 Application of maintenance policies, preventive maintenance, replacement and periodical control in
order to increase the reliability of the machines.
 Continuous training of operators based on the results of the above actions.
 Step-4: Estimation of the personnel’s opinion of the results of study –
Second estimation of time losses

 Comparison of the quotations of indicators with the opinion of the persons involved in the
methodology.
 This provided an internal indicator – A self valuation of the work that has been done
 Objectives were fixed for the indicators
 Recalculation of times and indicators
 Global evaluation of all the efforts to gain experience on how to get better and more efficient in the
future.
 Case Study
 The methodology is applied in a Pizza production line.
 Five years analysis of data of by using statistical tools and realized that there is no
relation between Time To Failure (TTF) and Time To Repair (TTR).
 Maintenance Policy applied was to increase the Reliability and the Availability of line.
 Preventive maintenance every two weeks, in combination with predictive maintenance.
 Corrective maintenance is applied each time when a failure in the production process
happens.
 Deductions
The combination of maintenance policies mentioned, lead us to the following
conclusions:
1. The longer the time between two failures, the more problems
accumulate, and therefore the longer the time it takes to fix the latter
failure.
2. The more time the technicians spend fixing a failure, the more careful
a job they do, and therefore the longer the time until the next failure.
 Deductions
 The production process of bakery products must evolve smoothly and without interruptions or stoppages
due to failure.
 Stops for up to 30 minutes in a pizza production line, due to failure, then the product that is found in
the workstations (kneading, lamination, and oven) should be scraped because of the rise of the dough.
 Repair from the first workstation of line until the workstation where the failure has happened.
 Downtime is increased considerably, decreasing the Availability of system and at extension the efficiency
of the line.
 Maximum acceptable standstill time of bakery products is 35 to 45 minutes.
 Reliability of line for each bakery product is almost the same because they use the same machines (silo,
mixer, lamination machine, oven, wrapping machines, conveyor belts).
 Efficiency of bakery production line w.r.t maximum
acceptable standstill time

 Standstill time longer than 80 minutes, the efficiency of the line should reach the highest value
(95.5 percent), without any immediate influence by the product.
 If standstill is 25 minutes, we obtain efficiency , 89 percent thus, decreasing the efficiency of the line
up to 6.5 units. Minor (in time) failures provoke an additional production gap, because some or all of
the in-process material will have to be scrapped due to quality deterioration during the stoppage.
 Standstill time is observed between 20 minutes (88.7 percent) and 25 minutes (90.9 percent), causing
the biggest change of the efficiency of line (2.2 units).
 The indicators of a pizza production line over a five-year time period

The biggest improvement after the application of the methodology present the indicators PE
and QR (increase at 10 units roughly) ,Thus we have 20 minutes x 3 shifts = 60 minutes per
day.
 Types of Maintenance
Proactive maintenance includes preventive and predictive maintenance.
Preventive maintenance is performed periodically on weekends and involves a
well-defined set of tasks, such as inspection, cleaning, lubrication,
adjustment, alignment, etc.
Predictive maintenance estimates when a piece of equipment is near failure
and should therefore be repaired during the regular preventive
maintenance operations.
 Measures Taken
When the maintenance program is completed and before shift of the
following week starts, the pizza production line for the next production is
prepared.
The Assembly of jigs, fixture and their components is necessary, and after
that adjustment, trial processing, readjustment, measurement and
production occurs.
All the losses mentioned were reduced with these actions, having a direct
effect on the Availability, Performance Efficiency of the line and on the
product quality.
 Graphs

Equipment availability of a pizza production line vs. years

 Graphs

Quality rate of a pizza production line vs. years

 Graphs

Performance efficiency of a pizza production line vs. years

 Overall Equipment Effectiveness

Year 1 Year 2 Year 3 Year 4 Year 5

0.6237 0.6746 0.7280 0.7578 0.7957

Graphs

Overall equipment effectiveness of a pizza production line vs. years

 Conclusion
TPM program is implemented in a pizza production line for a period of five years.

The developed methodology has an aim to bring, concerning the creation competitive advantages,
exploitation increase of mechanical equipment of a company.
 Conclusion
 Increase of productivity, via the reduction of downtime of the equipment.
 Product quality improvement, via the increase of indicator QR.
 Improvement for a healthier and safer work environment, via the increase of attendance of operators in adjustment
and maintenance of the equipment.
 Reduction of the cost production via measurement of times and improvement of losses.
 A complete image of the performance between “machine - operator “ will be given, via the recording of time losses
and their qualitative expression via the indicators.
 Weak points will be revealed and priorities in the application of corrective actions will be given.
 Economy in natural resources and energy, via the reduction of downtimes, the total process time as well as the
application of coordinated maintenance.
 Reduction of delayed deliveries, because of the better knowledge of production capacity.
 Competitive Advantages
The competitive advantages are also extended beyond immediate visibility.
Something very important is that the company acquires the possibility of self-valuation via the possibility of
process control in production and maintenance.
The following are still achieved:
 Improvement of ability of operators, because of the concession of competences but
also the undertaking of responsibilities.
 Standardization of production processes via records and adaptation taking into
consideration the existing international models in which it should be arranged.
 Alternative solutions in altered demands via the change of product mix in the
lines, and the times improvement for start up or set up.
QUESTIONS
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