Mostafizur

Implementation of Total Productive Maintenance (TPM) in Sewing
Machine of Comfit Composite Knit Ltd.(CCKL) Industry by Using OEE

Methodology

A thesis in partial fulfillment of the requirements for the degree of

B.Sc. ENGINEERING
IN
INDUSTRIAL & PRODUCTION ENGINEERING
BY
MD. MOSTAFIZUR RAHMAN (075025)

DEPARTMENT OF INDUSTRIAL & PRODUCTION
ENGINEERING

RAJSHAHI UNIVERSITY OF ENGINEERING & TECHNOLOGY
(RUET), Rajshahi-6204, BANGLADESH

SEPTEMBER, 2012
Heavens Light is Our Guide

RAJSHAHI UNIVERSITY OF ENGINEERING & TECHNOLOGY

DEPARTMENT OF INDUSTRIAL AND PRODUCTION ENGINEERING

CERTIFICATE
This is to certify that the work entitled Implementation of Total Productive Maintenance
(TPM) in Sewing Machine of Comfit Composite Knit Ltd.(CCKL) Industry by Using
OEE Methodology is carried out by Md. Mostafizur Rahman, Roll: 075025 under my
supervision in the Department of Industrial & Production Engineering at Rajshahi University
of Engineering & Technology RUET, Rajshahi-6204, Bangladesh.

Supervisor Signature of student

.. .
Dr. Md Mosharraf Hossain Md. Mostafizur Rahman (075025)
Associate Professor and Head,
Department of Industrial & Production Engineering,
Rajshahi University of Engineering& Technology
Rajshahi-6204, Bangladesh

Countersigned

..
Dr. Md Mosharraf Hossain
Associate Professor and Head,
Department of Industrial & Production Engineering,
Rajshahi University of Engineering& Technology
Rajshahi-6204, Bangladesh

ACKNOWLEDGEMENTS

I would like to express a sincere and special thank to my advisor Dr. Md. Mosharraf Hossain,
Associate Professor and Head, Department of Industrial & Production Engineering, Rajshahi
University of Engineering & Technology RUET, Rajshahi-6204, Bangladesh for his
affectionate and careful supervision, sympathetic co-operation, his continuous support,
guidance, thorough correction and efforts in doing this thesis. Without his encouragement and
valuable suggestions it would be impossible to bring this thesis work to success.
I would like grateful to Ripon Kumar Chakrobortty, Lecturer, Dept. of Industrial &
Production Engineering, RUET, Rajshahi-6204, Bangladesh for his kind help and co-
operation for the thesis work.
I would also like to acknowledge CCKL industry management and workers for the
support and timely cooperation.

RUET, Rajshahi-6204, Bangladesh Author
September, 2012

ABSTRACT

The main goal of Total Productive Maintenance (TPM) program is to change the culture of
the company maintenance policy by participating all employees toward the maintenance
system of the company. It aims to reduce unplanned stoppage, breakdowns accidents and
losses obstructing equipment effectiveness. In Comfit Composite Knit Ltd. (CCKL) Industry
maintenance is considered as evil activity. Therefore by implementing TPM the industry can
increase their Overall Equipment Effectiveness and productivity. This thesis is aimed at
implementation of Total productive maintenance in sewing machine of CCKL Industry The
maintenance system of the company uses 85% breakdown type and very small percentage
about 15% lubrication change of oils. The Overall Equipment Effectiveness (OEE) of the
sewing machine was 51%, where the availability rate was 71% of the production time,
performance rate 81% and quality rate 89. Set of techniques like Autonomous Maintenance
activities, Training and Office TPM were implemented to the industry after calculating the
OEE to improve their maintenance procedures and productivity. Several issues that affected
the failure of initial TPM, there were over-come in TPM implementation plan of the
company. By better planning of maintenance schedules, less energy and effort are wasted,
improved productivity will be occurred and greater financial surpluses will be achieved.

TABLE OF CONTENTS
Page No.
Acknowledgement.....I
Abstract....II
Table of Contents...III
List of tables....VI
List of figures......................................................................................................................VI
Abbreviations....VII
CHAPTER-1 INTRODUCTION.....1-8
1.1 Overview.....1
1.2 Background.............................................................................................................1
1.3 Literature review.....2
1.4 Problem statement...6
1.5 Objective of the thesis.....6
1.6 Methodology...7
1.7 Scope and Limitation of the study...8
CHAPTER-2 THEORETICAL BACKGROUND OF TPM..9-26
2.1 An Introduction of TPM....9
2.2 The history of TPM..........11
2.3 Goals of Total Productive Maintenance..............................................................12
2.3.1 Improving equipment effectiveness..12
2.3.2 Improve maintenance efficiency and effectiveness.........13
2.3.3 Early equipment management and maintenance prevention........................13
2.3.4 Training to improve operating and maintenance skills.............................13
2.3.5 Involving operators in routine maintenance.....14
2.4 The relationship between TPM and TQM......14
2.5 The benefits of TPM...15
2.6 Difference between Traditional Maintenance and Total Productive Maintenance..16
2.7 The relation Between RCM and TQM....16
2.8 Pillars of Total Productive Maintenance.....17
2.8.1 5s Organization and Improvement .18
2.8.2 Autonomous Maintenance....19
2.8.3 Kobetsu Kaizen........19
2.8.4 Planned maintenance....21
2.8.5 Quality Maintenance.....21
2.8.6 Training ...... .............................................................................23
2.8.7 Office TPM.......24
2.8.8 Safety health and Environment....24
2.8.9 Administrative & Support Departments...24
2.8.10 The need for early management..................................................................25
2.8.11 Problem solving tools......26
CHAPTER-3 CASE STUDY AND DATA COLLECTION.27-35
3.1 Company name and location........27
3.2 Short History of the Company.....27
3.3 Maintenance system of the sewing machine....27
3.4 Overall equipment effectiveness..........29
3.4.1 Objectives of OEE....29
3.4.2 Benefits of OEE Measurement.....30
3.4.3 Six big losses of the Company......30
3.5 Calculating Overall Equipment Effectiveness.....31
3.5.1 Availability Ratio..32
3.5.2 Performance Ratio.....33
3.5.3 Quality Ratio.....34
3.6 Problem Areas of sewing machine in CCKL Industry....35
CHAPTER-4 DATA AND ROOT CAUSE ANALYSIS...36-38
4.1 Data analysis ...36
4.2 Root cause analysis......38
CHAPTER-5 TPM IMPLEMENTATION PLAN.39-45
5.1 Standardizing of the Maintenance activities....39
5.2 TPM Implementation Plan.......40
5.2.1 Level-1 TPM Implementation...................................................................40
5.2.2 Level-2 TPM Implementation...................................................................41
5.2.3 Level3 TPM Implementation...42
5.3 Overall TPM Development Program for the Industry.....45
CHAPTER-6 RESULTS AND DISCUSSIONS.....46-47
CHAPTER-7 RECOMMENDATIONS AND CONCLUSIONS .48-49
7.1. Recommendations ......48
7.2 Conclusions. ....49
REFERENCES..50-51

LIST OF TABLES

Table: 2.1The differences between TQM and TPM....15
Table: 2.2The differences between Traditional Maintenance and Total Productive
Maintenance...........................................................................................................16
Table: 3.1 Data for calculating availability rate of the sewing machine from July
to December- 2011.32
Table: 3.2 Data for calculating performance rate of the sewing machine from July
to December- 2011.33
Table: 3.3 Data for calculating quality rate of the sewing machine from July to
December-2011..33
Table: 3.4 Comparison between worlds classes OEE & CCKL OEE... 34
Table: 4.1 Sewing defects and their causes.....37

LIST OF FIGURES

Figure 1.1 Overall Thesis Development Strategies...... 7
Figure 2.1 TPM Structure (Pillars of TPM)....17
Figure 3.1 Maintenance policy of the company..28
Figure 3.2 Causes of idle time distribution.28
Figure 4.1 Monthly productions in pieces starting from July to December-2011...36
Figure 4.2 Total output and the waste products from July to December-2011...37
Figure 4.3 Root cause analysis for unplanned stoppage in sewing machine...38
Figure 5.1 Proposed Area of Standardization for the Industry...39

ABBREVIATIONS

CM=Condition based maintenance
FMEA=Failure mode and effect analysis
Hinshitsu hozen=Quality maintenance
IE=Industrial Engineering
JIT=Just in time
Jishu hozen=Autonomous maintenance
Kobetsu kaizen=Small improvements
PM=Preventive maintenance
MP=Maintenance prevention
PM prize=Plant maintenance prize
JIPM=Japan Institute of Plant Maintenance
OEE=Overall Equipment Effectiveness
RCM=Reliability Centered Maintenance
MTBF=Mean time between failures
MTTR=Mean time to repair
PDCA=Plan, Do, Check, Act
TPM=Total Productive Maintenance
TQM=Total Quality Management

CHAPTER 1
INTRODUCTION

1.1Overview
Companies practicing TPM achieve startling results, particularly in reducing equipment
breakdowns, minimizing idling and minor stops, lessening quality defects and claims. It also
achieves boosting productivity, trimming labor and costs, shrinking inventory, cutting
accidents and promoting employee involvement (Lemma 2008). The importance of Total
Productive Maintenance (TPM) can be overlooked. Because it plays an important role in the
effectiveness of an industry.TPM may be considered the heath care of manufacturing
machine and tools.TPM are required to effectively reduce waste and run an efficient,
continuous manufacturing operation, business, or service operation. The cost of regular TPM
is very small when it is compared to the cost of a major breakdown.
The main target of TPM is to ensure all equipment required for production operating at full
efficiency at all times. Through short daily inspections, cleaning, lubricating, and making
minor adjustments, minor problems can be detected and corrected before they become a
major problem that can shut down a production line. TPM requires company-wide
participation and support by everyone from the top level to the shop floor personnel. The goal
of the TPM program is to increase production and at the same time increase employee morale
and job satisfaction (Tsang and Chan 2000).
1.2 Background
There are many industries in Bangladesh among them Textile Industries are most important.
A lot of cloths are exported every year from Bangladesh. Possibility industry is Textile
Industry. But a little product is produced than necessary in this industry due to not proper
maintenance technique in those machines. In these industries, maintenance is taken after
machines breakdown. As a result, production and profit is reduced. If in these industries Total
Productive Maintenance (TPM) technique is applied properly then zero breakdown and zero
defect products will be produced.
Bangladeshi Textile industries are becoming incompetent in national as well as international
markets. The reason may be the management system of the industries does not allow the
industries to become more competitive. Maintenance is one of the areas in modern
management to increase machine productivity and to produce quality products. The modern
business world is exploiting better mechanisms to be competitive. However, through
effective maintenance management system, there is a way for the industries to enhance their
capacity and to provide better product than before. The dual goals of TPM are zero
breakdowns and zero defects. This obviously improves equipment efficiency rates and
reduces costs (Lemma (2008). Generally the study will focus on assessing the existing
maintenance system of the Comfit Composite Knit Ltd. (CCKL) Industry to investigate
potential area of improvement and to develop suitable system for the success of their
business.
1.3 Literature review
Chana et al. (2003) have described Total Productive Maintenance (TPM) is a methodology
that aims to increase the availability of existing equipment and reducing the need for further
capital investment. The aim of the paper is to study the effectiveness and implementation of
the TPM programmed for an electronics manufacturing company. Through a case study of
implementing TPM in an electronics manufacturing company, the practical aspects within
and beyond basic TPM theory. Difficulties in the adoption of TPM and the problems
encountered during the implementation are discussed and analyzed. Moreover, the critical
success factors for achieving TPM are also included based on the practical results gained
from the study. After the implementation of TPM model machine, both tangible and
intangible benefits are shown to be obtained for equipment and employees respectively.
Goals for suggestion creation and improvement activities are also achieved. These intangible
benefits resulted from the change of organizational culture, change of paradigm for
production people in realizing the importance of maintenance activities and the relationship
between maintenance, productivity and quality.
Eti, Ogaji and Probert (2004) have mentioned that the quality of maintenance significantly
affects business profitability. The factors involved include safety and customer service, not
just plant costs and availability. Increased downtime affects adversely the capability of
physical systems by reducing their average rate (i.e. speed) of output. It involves operational
and maintenance staff working together as a team to reduce wastage minimizes downtime
and improves end-product quality.TPM builds on the concepts of just-in-time (JIT), lean
management, total quality-management (TQM) and design to achieve minimum life-cycle
cost. The employees must be appropriately trained, empowered and convinced that TPM is
sustainable and the management should be totally committed to the programmed. Nigerian
industrial managers must move away from traditional reactive maintenance procedures to
implementing more pro active maintenance processes. By better planning of maintenance
schedules, less energy and effort are wasted, improved productivity occurs and greater
financial surpluses are achieved.
Ahmed and Mohiuddin (2005) have mentioned that good maintenance is fundamental to a
productive manufacturing system. TPM can offer the successful achievement of total
maintenance and productive goals. This study presents a case example on how a blend of
these three concepts renders the highest effective potential in maintenance arena that can
excel over maintenance goals. The methodology of this study is twofold: literature survey and
case investigations in a large scale company. The main objective of maintenance is to reduce
the adverse effect of breakdown and to maximize the availability of facilities at a minimum
cost. The problem of the company was waste of time for setup and adjustments of machines
and breakdowns etc. The overall productivity of in the company was reportedly decreasing.
The concept of TPM was introduced in conjunction with EOM and 5S system namely
preventive maintenance, autonomous maintenance and maintenance prevention to bear on the
successful implementation of TPM.
Rodrigues and Hatakeyama (2006) have mentioned that the maintenance policy is possible to
enhance the productivity in a global way. The main factors indicated by the maintenance
people and production that directly influence the fall in TPM pattern inside companies are
presented. The main factor fall in TPM pattern inside company is overload. With this
pressure one apparently gains in productivity but in a short time the losses begin to show up
together with the increase in costs. Companies may be classified in three ways regarding to
TPM. The ones that really have the structured and working methodology, the ones who say
they have it, but they do not have even the structured basic principles and the ones who had
already established the pillars but let this structure to fall serving its fragments only to satisfy
the audit. The main factors that lead to the gradual abandonment of already reached levels of
excellence of application of the TPM methodology.
Alsyouf (2006) has shown that an effective maintenance policy could influence the
productivity and profitability of a manufacturing process. Maintenance has passed through
several major developments which are reactive, preventive, predictive and holistic (process
oriented). Using an effective maintenance policy the result will increase the utilization of the
manufacturing systems. This is due to higher quantity produced with good quality due to
maintenance effect on the process efficiency and effectiveness. This will result in increasing
the profit margin as a result of decreasing the manufacturing costs. It was possible by
analyzing the causes of the changes in profitability, to show how changes in the productivity
affect profit, separately from the effects of changes in the uncontrollable factors i.e. price
recovery. It was proved that maintenance is not a cost centre but a profit generating function.
Lemma (2008) has shown that in most of Ethiopian industries maintenance is considered as
evil activity. By implementing TPM the industries can increase their equipment effectiveness
and productivity. That paper was aimed at implementation of Total productive maintenance
in Ethiopian textile industries. The calculated Overall Equipment Effectiveness (OEE) of the
machines was 0.272 that was poor. As a result, the machinery that was failed for long period
of time to shortage of spares parts and poor controlling system. The above problems lead the
company spend more money for maintenance and also high down time The available data
was taken only for fiscal year of 2006-2007 due to poor recording and reporting system
prevailing in the company. Data analysis has been conducted using appropriate tools in order
to identify core problems in the specified company. Based on the analysis, for various
maintenance activities of the industry some work flow and systems developed and proposed.
Friendly user interface computer program developed for executing the implementation
program. Finally, Total Productive Maintenance system is developed along with its
implementation and master plan for the KK industry in Ethiopian.
Shahanaghi and Yazdian (2009) have shown that maintaining a reliable manufacturing
process is a key success factor of a company. It can be achieved through implementing a
proper maintenance strategy. Because maintaining an efficient and effective maintenance
strategy is crucial to keep high-level process quality, achieve high machine and labor force
efficiency reach time competence. Therefore, in this paper by using system dynamics to
effect of implementation of TPM on ma-chine reliability, process quality and net throughput
was analyzed. Results obtained showed the effectiveness and usefulness of TPM. It reduced
breakdown down maintenance and increased machine reliability, process quality and
products net throughput.
Taisir and Almeanazel (2010) have mention that this paper will review the goals and benefits
of implementing Total Productive Maintenance. It will also focusing on calculating the
overall equipment effectiveness in one of Steel Company in Jordan and it discuss what called
the big six losses in any industry . A case study has taken from Steel Company in Jordan, the
data taken along fifteen working days. Teams formed in period of two months to find out the
benefit of formation a multidiscipline team from different department to eliminate any
boundaries and make the maintenance process more effectively. Labors on the production
line also included to adopt the autonomous maintenance operations (daily maintenance). As a
result the company achieved 99% in quality factor of overall equipment effectiveness
equation and 76% in availability where in performance 72%. Set of techniques like Single
minute exchange die, computer maintenance management system, and production planning
were suggested to the industry after calculating the OEE to improve their maintenance
procedures and improve the productivity.
Sivakumar and Saravanan (2011) have mentioned that the paper provides an overview of the
various processes in textile fabric industry. From analysis of data taken during the past
three years, the company has not achieved the targeted productivity. Total Productive
Maintenance (TPM) has been a major component of improvement strategy to organizational
productivity and profitability. Fabric industry could not get the determined productivity
since TPM was not followed. The objective of this paper is to present the result of
past three years productivity data and discussed different results obtained after
implementing the procedures of TPM in the sick textile industry. A systematic
methodology is presented and analyzed for improvement productivity at factory level.
The total fabric rejection is greatly reduced by implementing maintenance steps for all
machineries. The result is observed that the OEE before implementing TPM is less than
present result of OEE.
Seng, Jantan and Ramayah (2011) have shown that the implementation of TPM in
manufacturing organization, both Human-oriented and Process-oriented Strategy has been
identified as critical success factors. This paper focuses on the two TPM operational
strategies which is posited and implementation in manufacturing organizations. Both the
human and process oriented strategies would lead to higher TPM implementation in the
organization. The impact of Human-oriented Strategy is found to be greater than Process-
oriented Strategy in fostering higher extent of TPM implementation as the changes and
adoption in the organization. Thus the management has to balance both these strategies in
order to achieve the maximal effect of implementation.
1.4 Problem Statements
The maintenance department of the company has no manual. The researcher tried to find the
problem that the company does not have the manuals. The machinery that is failed may be for
a long period of time to shortage of spare parts, poor controlling system and reporting system
prevailing in the industry. Spot in the cloths is another problem that is occurred by lubricating
oil. The maintenance personnel just changes the items which failed by the operation after the
failure occurs. There is no analysis done to find the causes and the effect of the failure. As a
result, it occurs frequently failure of machineries, increases maintenance cost and time, less
availability and reliability of equipments. At the same time it decreases production, profit and
workers dissatisfaction. This thesis aim is at addressing and improving the maintenance
system of the industry clearly.

1.5 Objective of the Thesis
Based on observed problems the thesis will try to fulfill the following objectives.
1) To identify the problem in sewing machine and the key potential area for the
improvement of the system.
2) To provide better maintenance system along with its implementation model by
developing the implementation of the TPM.

1.6 Methodology

Both Human-oriented and Process-oriented Strategy are critical success factors of TPM
(Tsang and Chan 2000). It was implemented Human oriented strategy of TPM. Three
important aspects of Human-oriented strategy are: (1) Top management commitment and
leadership, (2) Total Employee Involvement, and (3) Training and Education. Relevant
primary and secondary information was assembled to induce superior maintenance system for
the industry. The secondary data was collected from the technical manual, monthly and
annual report of the industry. Information was also gathered using questionnaire and
interview in direct observation on site visit in the industry.
Data analysis has been conducted using appropriate tools such as seven quality control tools,
PDCA cycle, Industrial Engineering techniques and root cause analysis in order to identify
core problems in the specified company. The literature is also reviewed side by side with data
acquired from interviews and observations to develop better maintenance system to the
industry. The collected data mainly aims at assessing the existing maintenance system and the
future business plan of the industry. Core TPM activities, OEE (Overall Equipment
Effectiveness) and Industrial Engineering Technique was applied to solve the problem.
Overall thesis development strategy has been shown in figure 1.1. Finally, Total Productive
Maintenance system is developed along with its implementation and master plan for the
industry.

Figure1.1: Overall Thesis Development Strategy
1.7 Scope and Limitation of the study
The study in the CCKL Industry is based on the available data, questionnaire, interview and
visit. The available data was taken only six months of July to December in 2001 due to poor
recording and reporting system prevailing in the company. The maintenance department of
the company has no manual. So the collected data was not accurate. But the study completed
successfully with the help of teacher and management and workers of the CCKL Industry.

CHAPTER 2
THEORETICAL BACKGROUND OF TPM

2.1 An Introduction of TPM
New technologies and innovative practices have positioned the maintenance function to be an
integral part of the overall profitability of many businesses. Modern maintenance techniques
and practical approaches have the potential for significantly increasing competitive
advantages in the global market. Production, Safety, Design Engineering and other team
members must maintenance work together to achieve true excellence (Ho 1999).
What Does the Application of TPM Mean?
TPM is production maintenance to be performed with the involvement and total participation
of all of the personnel (Nakajima 1989).
To create TPM means:
To maximize the efficiency of the plant and machinery.
To develop complete production maintenance system.
To involve all those who plan, use or maintain the installations in the TPM
implementation programme.
To involve all company personnel from the top management to the workers.
To make the activities of small work groups become operational habits.
The word Total in TPM has three meanings correlated to three important TPM missions:
a) Total efficiency: The pursuit of a level of efficiency which makes maintenance
remunerative.
b) Total production maintenance: The activation of maintenance prevention (in the
planning phase), of preventive maintenance and of a lower maintenance requirement
(by corrective maintenance during the life of the installation).
c) Total participation: The constitution of small work groups and the activation of
autonomous maintenance.
In this way, maintenance is no longer a task entrusted to a few specialists, it becomes an
activity which involves the entire company structure, the design office, production and
administrative support offices etc.
Definition of TPM JIPM Version
Because early TPM activities were targeted at production departments, TPM was originally
defined by the Japan Institute of Plant Maintenance (JIPM 1989) to include the following five
strategies:
Maximize overall equipment effectiveness
Establish a comprehensive PM system covering the life of the equipment
Involve all departments that plan, use, and maintain equipment.
Involve all employees from top management to frontline workers.
Promote TPM through motivation management i.e. autonomous small group
activities.
JIPM introduced a new definition of TPM in 1989 with the following strategic components:
Build a corporate constitution that will maximize the effectiveness of a production
system
Using a shop-floor approach, build an organization that prevents every type of loss
(by ensuring zero accidents, zero defects, and zero failures) for the life of the
equipment.
Involve all departments in implementing TPM including development, sales and
administration.
Involve everyone from top management to shop-floor workers
Conduct zero-loss activity through overlapping small group activities.

2.2 The History of TPM
The father of TPM, Seiichi Nakajima, in his well known book, TPM Development Program,
has pointed out that the origin of TPM traced back to 1951 when Preventive Maintenance
was introduced in Japan (Nakajima 1988). He referred the time prior to 1950 as the
breakdown maintenance period. The Japanese has developed TPM to support their lean
manufacturing system based on Preventive Maintenance, Corrective Maintenance and
Maintenance Prevention concepts and methodologies that was originated and developed in
the U.S.A.
Using Preventive Maintenance the service life of the plant equipment can be prolonged by
reconditioning the equipment before adverse condition lead to failure. In this concept the
operator not empowered in maintaining minor activities rather he only operates the
equipment (Venkatesh 1996). This requires more maintenance personnel which leads
Nippondenso Co., the first company to be awarded the Distinguished Plant Prize (PM Prize)
in 1971 for developing and successfully implementing TPM for reducing the maintenance
men. To decide that the routine maintenance of equipment should be carried out by the
operators to reduce the maintenance personnel which is one of the features of TPM? The
Japanese accepted the concept of Corrective Maintenance (CM) system in 1957 which was
expanded from Preventive Maintenance (PM) to redesign equipment with design weakness to
eliminate equipment failure and to improve maintainability. They also imported Maintenance
Prevention (MP) in 1960 to incorporate the modification of the weakness of the existing
equipment in the design of the new equipment to pull off maintenance free equipment (JIPM
1989).
Preventive Maintenance along with Corrective Maintenance and Maintenance Prevention
gave birth to Productive Maintenance. Then in the 1970s, TPM evolved to a strategy focused
on achieving Productive Maintenance efficiency through a comprehensive system based on
total employee participation which was the basic concept of TQM. It was at this time that
Total was added to Productive Maintenance as the challenges of intense international
competition require companies to deal with system in total. It is a kind of marriage between
PM and TQM.
According to Ross Kennedy, the modern quality approach of "prevention at source was
translated to the maintenance environment through the concept of TPM resulting in not only
superior availability, reliability and maintainability of equipment but also significant
improvements in capacity with a substantial reduction in both maintenance costs and total
operational costs. TPM is based on "prevention at source" and is focused on identifying and
eliminating the source of equipment deterioration rather than the more traditional approach of
either letting equipment fail before repairing it or applying preventive / predictive strategies
to identify and repair equipment after the deterioration has taken hold and caused the need for
expensive repairs. Today the concept of TPM is widely accepted and has been implemented
in various industries. However, the author has never encountered one single Ethiopian
industry that tries to exploit the benefits of TPM, while conducting the research (Venkatesh
1996).
2.3 Goals of Total Productive Maintenance
The goal of TPM focuses on improving corporate culture through improvement of human
resources and plant equipment. The Japan Institutes of Plant Maintenance (JIPM) has put
forward the five goals of TPM which are the minimum requirements for the TPM
development (JIPM 1989).
1. Improving equipment effectiveness.
2. Improving maintenance efficiency and effectiveness.
3. Early equipment management and maintenance prevention.
4. Training to improve the skills of all people involved.
5. Involving operators in routine maintenance.
2.3.1 Improving Equipment Effectiveness
Equipment effectiveness is a measure of the value added to production through equipment.
This goal is to increase equipment effectiveness so that each piece of equipment can be
operated to its full potential. Nakajima describes in his book that TPM maximizes equipment
effectiveness though two types of activity to insure that the equipment performs to design
specifications which is the true focus of TPM (Venkatesh 1996).
Quantitative: Increasing the equipments total availability & improving its
productivity within a given period of operating time.
Qualitative: Reducing the number of defective products, stabilizing & improving
quality.

2.3.2 Improve Maintenance Efficiency and Effectiveness
This goal focuses on insuring that maintenance activities that are carried out on the
equipment are performed in a way that it is cost effective. This involves the identification of
the nature and level of preventive maintenance required for each piece of equipment. The
creation of standards for condition based maintenance and the setting of respective
responsibilities for operating and maintenance (Masaji and Fumio 1992).
Maintenance staff must develop and carry out the following activities:
Eliminate deterioration resulting from inadequate lubrication and cleaning.
Develop and carry out preventive actions and general breakdown services.
Analyze every breakdown to reveal weakness in the equipment.
Modify equipment to improve its maintainability and lengthen its life.
Developing an accurate database for each piece of equipments maintenance history.
2.3.3 Early Equipment Management and Maintenance Prevention
The aim of this goal is develop maintenance free equipment through carefully studying the
maintenance and the failure causes of the existing equipment and incorporating at the design
stage. This will lead to the improved maintainability of the equipment. TPM attempts to track
all potential maintenance problems back to their root cause so that they can be eliminated at
the earliest point in the overall design, manufacture and deployment process (Patterson 1995).
2.3.4 Training to Improve Operating and Maintenance Skills
One of the main goals of TPM is to equip the operator and the maintenance personnel with
appropriate skills and knowledge. Providing the proper level of training insures that the
overall equipment effectiveness is not negatively impacted by any employee who did not
have the knowledge or skill necessary to perform job duties (Blanchard 1997). In the
implementation of TPM this will create to have multi skilled revitalized employees whose
morale is high and who has eager to come to work and perform all required functions
effectively and independently. In TPM the company must invest on training employees in the
use of their equipment (Thiagarajan and Zairi 1997).

2.3.5 Involving Operators in Routine Maintenance
Autonomous maintenance by operators is one of the most unique features of TPM. This is to
allow the people who operate equipment to take responsibility for, at least some, of the
maintenance tasks. This goal finds maintenance tasks related to the equipment that the
operators can take ownership of and perform. This enables the operators to keep his
equipment in good condition by himself and to feel a sense of ownership. Maintenance
activities that were formerly performed by the operator can then be redeployed in more
advanced maintenance activities such as predictive maintenance or reliability focused
maintenance activities.
2.4 The Relationship between TPM and TQM
Venkatesh J. delineates the relationship between TPM and TQM (Venkatesh 1996).
According to him TQM and TPM has many similarities and differences that both aiming at
maximizing the efficiency of the man/machine system through eliminating wastes, involving
employees and preventing problems to deliver quality service and product to delight the
customer. Like TQM, which is companywide total quality control, TPM is equipment
maintenance performed on a companywide basis. In order to achieve the TQM target of
building quality into the product during the manufacturing process, it is necessary to
perform full TPM activities and improve human resources so that the quality can be built
into the products thorough the equipment. Many of the tools such as employee
empowerment, benchmarking, documentation, etc. used in TQM are used to implement and
optimize TPM. Similarities between TPM and TQM are given below:
a) In both cases leadership commitment is required for the implementation.
b) Employees must be empowered to initiate corrective action and
c) Changes in employee mind-set toward their job responsibilities must take place as
well.
Even though TQM and TPM have some features in common, there are also issues that
differentiate them. The main differences between them presented in table: 2.1.

Table: 2.1The differences between TQM and TPM
Category TQM TPM
Object
Quality
(Output side, Effect)
Equipment
(Input side, Cause)
Means to achieve the
end
Systematise the management
-Software oriented-
Realisation of ideal
production operation
-Hardware oriented-
Cultivation and
education of employees
Education focusing mainly
on the management
technique
(QC technique)
Education cantering on the
equipment / maintenance
technologies
Small group activities
Voluntary circle activities
Integrating the activities ba
sed on top
down and bottom up
Target Quality for PPM order
Through elimination of
losses and wastes (Aiming
at achievement of zero
loss)

2.5 The Benefits of TPM
The following benefits derived from the implementation of TPM (Johansson and Nord 1999).
Productivity is improved through fewer losses in the company.
Quality is also improved as a result, that the failures and malfunctions are reduced and
the order and method are focused.
The cost are lower, because the losses, and other not value generating work are
reduced.
The delivery time can be kept better, because the production without disturbances is
easier to plan.
Environment and security are better, because leakages are tightened.
Motivation is higher, because the responsibility and rights are delegated and the
investment in the personnel is done, in the form of education.
Furthermore, better understanding of the performance of their equipment can be achieved by
operator through better training which leads to have better equipment performance. Robinson
and Grinder demonstrate that improving OEE increases the effective capacity, which allows
decreased lead time and reduced cost per unit as the same capacity produces more throughput
in turn profitability increased.
2.6 Difference between Traditional Maintenance and Total Productive Maintenance
TPM is not about traditional maintenance. There are many differences between Traditional
Maintenance and Total Productive Maintenance that are given below table 2.2.
Table: 2.2 Differences between Traditional Maintenance and Total Productive Maintenance
Traditional Maintenance Total Productive Maintenance
Functional organization Productive team
Demarcation Multi-skilled and operator-based
Reactive to breakdowns Preventive maintenance
Equipment is the Maintenance
Departments responsibility
Operator ownership and pride in
equipment by everyone
Necessary evil Vitally important

2.7 The Relation between RCM and TPM
The Reliability Centered Maintenance process was evolved within the civil aviation industry
to fulfill precise need to maintain 'basic equipment conditions where looseness,
contamination or lubrication problems are not allowed (John 1993). As a result, high standard
of training, high skill level of operators and maintenance man are compulsory where most
manufacturing, road transport and mining industries fail to have such capacity. This
undermines the application of RCM in most of the industries. For this reason, the application
of TPM as a companywide improvement strategy is highly advisable to ensure:
Basic equipment conditions' are established
Equipment competent' operators are developed
The other key difference between RCM and TPM is that RCM is promoted as a maintenance
improvement strategy whereas TPM recognizes that the maintenance function alone cannot
improve reliability. Factors such as operator 'lack of care' and poor operational practices, poor
'basic equipment conditions', and adverse equipment loading due to changes in processing
requirements (introduction of different products, raw materials, process variables etc) all
impact on equipment reliability. Unless all employees become actively involved in
recognizing the need to eliminate or reduce all "losses" and to focus on 'defect avoidance' or
'early defect identification and elimination' failures will never be cost effectively laminated in
a manufacturing or mining environment (Robinson and Ginder 1995).
2.8 Pillars of Total Productive Maintenance
TPM now comprises of eight different sections which have come to be known as pillars. Each
pillar has its own areas of responsibility, but they also have areas where they overlap. It
concentrates on those that are most related to maintenance and productivity. 8 pillars of TPM
is a systematic way to optimize plant and equipment efficiency by crating perfect relationship
between man and equipment. The diagram below represents a common structure of TPM
(Borris 2006).

Figure 2.1 TPM Structure (Pillars of TPM)
2.8.1 5s Organization and Improvement
In Japan, the 5S represent Seiri, Seiton, Seiso, Seiketsu, and Shit-suke. When the 5S
technique was adopted outside Japan, everyone had to find their own equivalent words,
starting with an S. The 5S practice is a preparatory phase of TPM which is a technique
used to establish and maintain quality environment in an organization. A well organized
workplace motivates people, both on the shop floor as well as others. 5s improves safety,
work efficiency, improves productivity and establishes a sense of ownership (Wireman
1994).
Seiri -Sort: This is to remove what is not needed and to keep what is needed in the nearby
and items that are not needed in the near future in the appropriate way so that items can easily
be accessible.
Seiton - Set in Order: To organize and place items in a reachable way to reduce search time.
The concept is that "A place for everything and everything in its right place". Items are
marked to identify easily.
Seiso - Shine: Every employee participate and responsible for cleaning working place around
them. Things kept clean and polished; no trash or dirt and no leakage in the workplace.
Cleaning working area create feeling of freshness and vividness.
Seiketsu - Standardization: Developing standards for cleaning the work place for whole
organization to keep neat and clean. It encompasses both personal cleanliness and the
cleanliness of the environment. It is implemented after the above 3's principles practiced well
in the organization to maintain the practice.
Shitsuke -Sustain: The main principle of shitsuke is to repeatedly practice the above 4's so
that they become habit to every employee. This activity helps the employee to adhere to the
standards and rule. Once fully implemented, the 5s process can increase morale, create
positive impressions on customers, and increase efficiency and organization. Employees will
feel better about where they work and transforms the physical environment of the work area
which makes the organization more profitable and competitive in the market place (Ho 1999).

2.8.2 Autonomous Maintenance (Jishu Hozen)
Using highly skilled technicians or engineers to carry out very simple maintenance tasks is
not cost-effective. If operators could be trained to carry out these basic tasks, it gives them an
opportunity to increase their skill level, makes them more responsible for the operation of the
tool, increases their job prospects, and frees up the technicians to work on more complex
tasks including TPM teams. It also has the benefit that the cost to do the job is reduced.
Autonomous maintenance is a unique feature of TPM that aimed at developing machine
operators to become responsible for maintaining of their equipment, taking care of routine
maintenance tasks, and elimination of production defects at source (Chen 1997). It is one of
the eight pillars of TPM which the operators participates in improvement and maintenance
activities by inspecting, lubricating, replacing simple parts, minor repairing and precision
checking to keep the equipment in good condition. These require the operator to be able to
sense and find abnormality of the equipment (JIPM 1989).
2.8.3 Kobetsu Kaizen
Kaizen is a Japanese word which means 'improvement' that aimed at incorporating a number
of small continuous improvements to achieve and sustain zero losses with respect to minor
stops, measurement and adjustments, defects and unavoidable downtimes. Just as lean
manufacturing relies on kaizen or continuous improvement; continuous re-evaluation of the
maintenance cycle allows for kaizen in maintenance programs. The key aspect of kaizen is
that it is an on-going, never-ending improvement process through eliminating losses using all
techniques for kaizen and by changing the operation process to make the job more
productive, less tiring, more efficient or safer for the employee (Venkatesh 1996).
Kobetsu kaizen 10 step Development
Step-1 Select model equipment /line/process.
Lines, processes and equipment in' kobetsu kaizen' plans that produce many losses.
Possibilities of horizontal replication are large
Synchronize with lines, processes and equipment in jishu-Hozen activities and
advance steps 1 to 3.
Step-2Organize project team
Manager of department is the leader e.g. department manager for department model
and section manager for section model.
Staff from engineering, production engineering, design and prod join and is given
responsibility for each lost.
Project teams are registered with the promotion office and official assignments are
issued.
Step-3Grasp present losses
Grasp and confirm losses
Is sufficient loss date available? If not, gather data.
Step-4 KAIZEN theme and goal setting
Set up KAIZEN themes based in results of present status survey
Set challenging goals and periods by zero loss concepts.
Assign staff for each loss type.
Step-5 Mapping out KAIZEN plan
Plan analysis and countermeasures and prepare procedures for implementing
KAIZEN and schedule computation plan.
Make diagnosis by top executive
Step-6 Mapping out and evaluation of analysis and countermeasures
Map out KAIZEN plans fully utilizing techniques and inherent technologies such as
analysis, Investigation and experiments for KAIZEN and evaluate plan.
Pursue till goals are accomplished.
Enhance KAIZEN by Top executive diagnosis (It is also a good idea to diagnose at a
presentation meeting)
Step-7 Implementation of KAIZEN Earmark necessary budget and implement KAIZEN
Step-8 Confirm effects for each loss type after implementation of KAIZEN
Step-9 Taking measures to prevent recurrence
Implement standardization and measures needed for preventing recurrence, such as
production, work, purchasing, and maintenance standards.
Prepare a manual for horizontal replication.
Make diagnosis by Top executive.
Step-10 Horizontal replicate
Horizontally replicate in other lines, processes and equipment of same type.
Kickoff next model activity.
2.8.4 Planned Maintenance
The Planned Maintenance aims to increase mean time between failures (MTBF), reduce
mean time to repair (MTTR), and reduce maintenance cost. There are two basic activities
carried out in planned maintenance system to have trouble free machines and equipments
producing defect free products for total customer satisfaction (Robinson and Ginder 1995).
Step-by-step implementation of planned maintenance
Step 1: Evaluate equipment and understand current conditions.
Step 2: Restore deterioration and correct weaknesses.
Step 3: Build an information management system.
Step 4: Build a periodic maintenance system.
Step 5: Build a predictive maintenance system.
Step 6: Evaluate the planned maintenance system.
2.8.5 Quality Maintenance
The purpose of Quality Maintenance is to produce defect free products to maintain the
product quality through eliminating non conformance so as to satisfy the demand of the
customer. The JIPM define Quality Maintenance as activities that are to set equipment
conditions that preclude quality defects, based on the basic concept of maintaining perfect
equipment to maintain perfect quality of products (JIPM). The conditions are checked and
measured in time series to verify that measured values are within standard values to prevent
defects. The transition of measured values is watched to predict possibilities of defects
occurring and to take counter measures before hand. Built in quality with equipment can be
accomplished by:
1. Establishing an equipment state which perfectly eliminates forced deterioration and in
which only natural deterioration progresses.
2. Becoming proficient in equipment from managers to operators.
Elimination of forced deterioration.
To foster the workers proficiency in equipment operations and maintenance.
Equipment zero failures.
Maintenance Prevention design of new products and new equipment.
Preconditions for successful quality maintenance are:
1. Abolish accelerated deterioration
When equipment is subject to accelerated deterioration, its modules and components
have a short life span. The equipment is unstable and fails unexpectedly.
Progress towards zero quality defects is painfully slow when equipment is continually
breaking down.
Before quality maintenance can work, accelerated deterioration must be abolished and
unexpected failures minimized through the activities in TPM implementation Focused
Improvement, Autonomous Maintenance, Planned Maintenance, and Operation and
Maintenance Skills Training.
2. Eliminate process problems
Process industries are plagued by process failures such as blocks, leaks, spills,
composition changes, and other enemies of stable operation. If any of these occur
frequently, eliminate them through Focused Improvements or operator-initiated
Autonomous Maintenance Improvements. Only then can quality maintenance be
effective.
3. Develop competent operators
We have discussed training of competent operators earlier and will again discuss the
issue under Operating and Maintenance Skills Training.
Operators must be trained to promptly spot and correct any defect presaging
abnormalities in the system.
2.8.6 Training
According to Martin M. Broad well one of the obvious reasons for training is that the
employee cant do something that the job requires to be done. He explains that there is some
skill they have yet to perfect or acquire, or some knowledge they are lacking that keeps them
from doing a completely satisfactory job. This reasons enough to make training a necessity.
Training is an integral part of TPM. Training the operators and the maintenance workers
helps to achieve zero breakdowns as many breakdowns are a result of lack of skill (Masaji
and Fumio Gotoh 1992). This will enable the operators to maintain their own machines,
understand why failures occur and suggest ways of avoiding the failures occurring again. The
JIMP summarizes the ability that is required from the operator and the maintenance workers
as below:
Ability Most Wanted from operators
Ability to find and improve equipment minor defects sources.
Understand equipment function and mechanisms and have the power to find the cause
system of troubles.
Understand relationship between equipment and product quality and have power to
predict problems with quality and to find cause systems.
Can repair.
Can perform individual kaizen of themes matching operator job independently or in
cooperation with related department.
Ability Most Wanted from maintenance Men
Can instruct the correct operation and daily maintenance of equipment.
Can judge if equipment is operating normal or abnormal.
Can analyze abnormal condition cause and can select and implement correct
restoration method.
Can enhance equipment and part reliability, extended life and suppress abnormal
condition of failures.
Can enhance equipment maintainability by such as unit exchange and can shorten
repair and restoration time.
Have technological power to diagnose equipment and can utilize and standardize it.
Can pursue economy in these activities and optimize them.
2.8.7 Office TPM
This pillar involves other functions of the organization to focus on improving productivity,
bringing better efficiency in administrative function and eliminating losses. The aim of TPM
office is to make the production system efficient through the entire organizational activity.
Supportive function process information from a special stand in functional fields of the
production system and provide necessary support to the production activities and other
departments to reduce cost and to build up competitive power.
Office TPM addresses twelve major losses. There are given below:
1) Processing loss
2) Cost loss including in areas such as procurement, accounts, marketing, sales leading
to high inventories
3) Communication loss
4) Idle loss
5) Set-up loss
6) Accuracy loss
7) Office equipment breakdown
8) Communication channel breakdown, telephone and fax lines
9) Time spent on retrieval of information
10) Non availability of correct on line stock status
11) Customer complaints due to logistics
12) Expenses on emergency dispatches/purchases
2.8.8 Safety, Health and Environment
The basic principle of safety, health and environment is to minimize the number of accidents,
health problems and damage to the environment. This pillar plays a great role in the other
pillars that addresses workplace organization and discipline, regular inspections and
servicing, and standardization of work procedures.
2.8.9 Administrative & Support Departments
TPM activities in administrative and support departments do not involve production
equipment. Rather, these departments increase their productivity by documenting
administrative systems and reducing waste and loss. They can help raise production-system
effectiveness by improving every type of organized activity that supports production. Their
contributions to the smooth running of the business should be measurable.
The function of administrative and support departments can be improved in two ways:
Improving efficiency so each department can perform its particular function
satisfactorily.
Developing people able to sustain and continuously improve the new, more efficient
system.
In general, administrative functions have three aspects:
Decision Making
Communication
Data Processing
Implementing TPM in administrative & support departments:
Begin with the concept of creating information factories.
Apply the equipment approach to administrative and support work.
Create a vision of what each department should be like (i.e., its optimal conditions)
and strive to realize this ideal.
Implement TPM through the five core activities.
Strive to achieve measurable results.
2.8.10 The need for early management
It is vital to develop products of readily assured quality that anticipate users needs,
products that are competitive, easy to sell, and to produce and to do this efficiently.
At the same time, however, the transition from development to full-scale production
must be rapid and problem-free.
To accomplish this, you must identify the production inputs (equipment, materials,
people and methods) required to bring products to the market, eliminate the losses
associated with equipment and produces.
In other words, you must ensure that production equipment is easy to use, easy to
maintain, highly reliable, and well engineered. With such equipment, assuring product
quality is simple.
Major equipment items are of often customized to individual specifications; they are
often designed, fabricated and installed in rush. Without strict early management,
such equipment enters the test operation phase with many hidden defects.
The truth of this is borne out by the frequency with which maintenance and
production personnel discover defects generated in design, fabrication and installation
during start up.
TPM gives equal importance to early product management, early equipment
management, and other TPM activities.
The basis of early management is, of course, economic performance evaluation
(optimizing life cycle costs) and maintenance prevention design.
2.8.11 Problem Solving Tools
The following are some of the problem solving tools in industries (Anthony 1993).
5s
7 quality control tools
PDCA
Industrial Engineering techniques
Value analysis
FMEA( Failure Mode and Effect Analysis)
Core TPM activities

CHAPTER 3
CASE STUDY AND DATA COLLECTION

3.1 Company Name and Location: There are many industries in Bangladesh among them
Textile Industries are most important. Data was collected from a Textile Industry. The name
of the industry is Comfit Composite Knit Ltd. (CCKL) Industry. It is situated on Gorai,
Mirzapur, Tangail.
3.2 Short History of the Company
Youth Group is one of the vertically incorporated leaders in export of Garment, Textile and
Spinning in Bangladesh. From 1984 youth group bloomed its wings as youth garments ltd.
towards the corporate world. According to the diversified business policy, the group has also
engaged itself in leasing company and educational institutions. Diversity has been groups
source of strength. Youth Group now takes to its wing a sweeping wind generated by the
eight units of diverse industrial entities down under its trend setting enterprise providing
industrial employment for nearly 4000 workers.

Comfit Composite Knit Limited (CCKL) is one of the largest concerns of Youth Group,
which is a 100% export oriented vertically integrated knit garments unit. This concern
announced its business operation since the year of 2006. Since then it has been fostering the
commitment to meet the global needs for knit and fashionable clothing. Company's
foundation is built on values, which distinguish between business in a socially responsible
and ethical manner. Organizational capability is to deliver world-class performance in op-
erational excellence, cost management, capital stewardship and profitable growth.

3.3 Maintenance system of the sewing machine
The maintenance department of the company has no manual. The researcher tried to find the
problem that the company does not have the manuals. The answer was the equipment
vendors didnt give enough material. The maintenance personnel just changes the items
which failed by the operation after the failure occurs. There is no analysis done to find the
causes and the effect of the failure. Some of the maintenance plan of the company contains
cleaning and making minor inspection on the machineries. The plans are not based on the
maintenance manuals. The maintenance system the company uses is almost 85% breakdown
type and very small percentage about 15% lubrication and change of oils. The maintenance
system of the company doesnt allow the operators to change any items before it break. The
maintenance policy and causes of idle time distribution of the company are shown in fig.3.1
and fig.3.2 respectively.

Figure 3.1 Maintenance policy of the company

Figure 3.2 Causes of idle time distribution

80%
20%
Breakdown versus preventive maintenance
Breakdown
maintenance
Preventive
maintenance
86%
4%
4% 2% 4%
Sparepartsproblem
Shortageofbeam
Electricalproblem
Operatorshortage
Shortageofraw
materials
3.4 Overall Equipment Effectiveness (OEE)
OEE is the ratio of actual equipment output to its theoretical maximum output. The Overall
Equipment Effectiveness was originated from the Total Productive Maintenance practices,
developed by S.Nakajima at the Japan Institute of Plant Maintenance. The aims of TPM is to
achieve the ideal performance and achieve the Zero loss which means no production scrap or
defect, no breakdown, no accident, no waste in the process running or changeover. The
quantification of these accumulations of waste in time and its comparison to the total
available time can give the production and the maintenance management a general view of
the actual performance of the plant. It can help them to focus the improvement on the bigger
loss. It is calculated using the following formula.
OEE = Availability * Performance Rate * Quality Rate
3.4.1 Objectives of OEE
OEE is used to identify a single asset (machine or equipment) and / or single stream
process related losses for the purpose of improving total asset performance and
reliability.
OEE is used to identify and categorize major losses or reasons for poor performance.
OEE provides the basis for setting improvement priorities and beginning root cause
analysis.
OEE is used to track and trend the improvement, or decline, in equipment
effectiveness over a period of time.
OEE can point to hidden or untapped capacity in a manufacturing process and lead to
balanced flow.
The use of OEE is also intended to develop and improve collaboration between asset
operations, maintenance, purchasing, and equipment engineering to jointly identify
and eliminate (or reduce) the major causes of poor performance since Maintenance
alone cannot improve OEE.

3.4.2 Benefits of OEE Measurement
Since equipment effectiveness affects shop floor employees more than any other
group, it is appropriate for them to be involved in tracking OEE and in planning and
implementing equipment improvements to reduce lost effectiveness.
The shift leader or line manager is often the one who will receive the daily operating data
from the operator and process it to develop information about the OEE. Working hands
on with the data will:
Give the leader / manager basic facts and figures on the equipment.
Help the leader / manager give appropriate feedback to the operators and
others involved in equipment improvement.
It is recommended that the operator collect the daily data about the equipment for use in
the OEE calculation. Collecting this data will:
Teach the operator about the equipment.
Focus the operators attention on losses.
Grow a feeling of ownership of the equipment.
Allow the leader to keep management informed about equipment status and
improvement results.

3.4.3 Six big losses of the Company
To find the overall equipment efficiency of the CCKL Industry, identifying the six major
losses of the machines was first. The major losses that are identified and the OEE of the
selected machineries presented as follows.
1. Equipment failure loss: In the case of Comfit Composite Knit Ltd. (CCKL) Textile
Industry, the highest loss that hinders the efficiency of the machineries is equipment failure
loss. It occurs when the machineries unexpectedly fail. These losses are measured by how
long it takes from labor or parts for fixing the problem.
2. Set-up and adjustment loss: In CCKL Textile Industry this loss occurs mainly at the shift
and rest time of the operators. There are some operators who dont start to operate the
machine at the scheduled time. Furthermore, this loss can be caused by material shortages,
manpower shortage, major adjustments and warm-up time.
3. Start-up loss: The start-up loss is the one that occurs until the start-up. In the industry at
the beginning of the machine there is small time loss to warm up the machine.
4. Minor stoppage and idling loss: The minor stoppage loss is the one in which minor
trouble causes the machine. Unplanned stoppage for cleaning and lubrication is one of the
minor stoppages and idling loss occur on the factory.
5. Speed Loss: The speed loss is the loss caused when the machine run more slowly than the
designed speed. Most of the machines in the factory are running under their designed speed.
If the quality defect and minor stoppages occurs regularly then the machine is run at low
speed. The sewing machines maximum designed speed is 450RPM but the machines are
running with the speed of 280RPM.
6. Defect and rework loss: These losses are due to the defective products during the routine
production. These products are not according to the specifications. So that rework is done to
remove the defects or make a scrap of these products. Labor is required to make a rework
which is the cost for the company and material become a scrap is also another loss for the
company. As a result, defect and rework loss is double loss of the company.
3.5 Calculating Overall Equipment Effectiveness
Some of the data to the above loss are difficult to obtain. Since the company doesnt apply
the overall equipment efficiency concepts in evaluating the performance of the machines at
the individual level. It has been attempted to together some relevant data to estimate the OEE
of the typical machineries. It is calculated using the following formula.
OEE = Availability Rate * Performance Rate * Quality Rate

Data table 3.1 for calculating availability rate of the sewing machine from July to
December- 2011
Months Scheduled
Running
Time(hrs)
Unplanned
Stoppage(hrs)
Actual Running
Time(hrs)
July 312 78 234
August 312 81 231
September 312 90 222
October 312 95 217
November 312 97 215
December 312 98 214

3.5.1 Availability Ratio: The availability is the ratio of actual running time and the
scheduling time. Actual running is the difference between scheduled running time and
unplanned stoppage. Unplanned stoppage means the period during which the line is stopped
due to equipment failure, setup and adjustment loss. To find the availability of the
machines, I collected the equipment failure loss of six months in sewing machine. It is
calculated using the following formula.
Availability (%) =

*100
=

*100
From the table 3.1 above the availability rate of the machine is 71%.

Data table 3.2 for calculating performance rate of the sewing machine from July to
December- 2011
Months Targeted output in pcs Total output in pcs
July 1283568 990315
August 1283568 825850
September 1036728 842760
October 1365655 1283568
November 1036728 975150
December 1359072

1243800

3.5.2 Performance Ratio: This factor indicates the ratio of the actual output and the targeted
output. In other words, loss of production occurs due to under-utilization of the machinery.
Losses are incurred when the equipment is not run with full speed due to rough running of
the equipment, jams and equipment wear. It is calculated using the following formula.
Performance Rate (%) =

*100
From the table 3.2 above the performance rate of the machine is 81%.
Data table 3.3 for calculating quality rate of the sewing machine from July to
December- 2011
Months Total output in pcs Reject/Defect in pcs Allow in pcs
July 990315 112619 877696
August 825850 110459 715391
September 842760 109352 733408
October 1283568 134585 1148983
November 975150 102856 872294
December 1243800

103654 1140146

3.5.3 Quality Ratio: The amount of the production that has to be discharged or scrapped. It
is calculated using the following formula.
Quality Rate (%) =

*100
=

*100
From the table 3.3 above the quality rate of the machine is 89%.
Therefore, Overall Equipment Efficiency of the sewing machine is obtained by multiplying
the above three factors and the result is
OEE = Availability Rate * Performance Rate * Quality Rate
=0.71*0.81*0.89
= 51%

Table 3.4 Comparison between world class OEE & CCKL OEE
OEE Factor World Class OEE CCKL
Industry
Availability 90.0% 71%
Performance 95.0% 81%
Quality 99.9% 89%
Overall OEE 85.0% 51%

3.6 Problem Areas of sewing machine in CCKL Industry
In CCKL Industry, there are 17 maintenance operators among one person is B. Sc Engineer
and other operators are SSC passed or illiterate .As a result most of all maintenance activities
are only done by maintenance foreman. As the study shows, breakdown of the machines is
getting far above the estimated. Spot in the cloths is another problem that is occurred by
lubricating oil. One of the main factors is that operators are not involved in minor restoration,
prevention and deterioration measurement. In the industry, it is the technicians duty to
investigate the problems. The operators may be interviewed what he has observed for further
investigation which is rarely practiced in the industry. The purpose is to achieve company
goals through the implementation of operator initiated daily maintenance consisting of
cleaning, adjustment, and regular inspections, as well as improvement activities. The
maintenance division also needs to participate only in inspection and restoration of equipment
which requires high skill and specialization.

CHAPTER 4
DATA AND ROOT CAUSE ANALYSIS

4.1 Data Analysis
In this chapter the collected data which are tabulated in the chapter there was analyzed. The
required data are not available especially to assess the maintenance effectiveness of the
company but few related data are collected to assess the overall performance and problem
areas of company. As it can be analyzed from the table 3.2 which shows the monthly
production of the factory is about to decrease as indicated in the figure 4.1 below. This is
caused by different problems of the company. One of the problems assessed is the unplanned
stoppages of the maintenance caused by the shortage of spare parts. When we think of
production we have to think of the machineries first. Otherwise the unplanned stoppage is
expecting situation.

Figure 4.1 Monthly productions in pieces starting from July to December-2011
The other situation analyzed from the data table 3.3 collected is the amount of waste as
shown in figure 4.2 below. In this case it is difficult to analyze the amount of waste with the
previous month, because it is proportional to the amount of product. From the figure 4.2, we
can analyze that the wastage I not increasing rate. In this case, there are many reasons in the
amount of waste in sewing defects that are given below in table 4.1. This is not to show that
0
200000
400000
600000
800000
1000000
1200000
1400000
1600000
1 2 3 4 5 6 7
Targeted output versus total output
Months
Targeted output in pcs
Total output in pcs
the company should be satisfied by the result but it has to perform much to decrease the
amount of waste by applying core TPM activities.
Table 4.1 Sewing defects and their causes
Defects Causes
Level mistake Due to non sewing of level.
Size mistake Due to size change from required size.
Spot Due to color contamination
Open seam Due to not perform sewing
Skip stitch Due to avoid sewing
Down stitch Due to stitch below accurate line
Broken stitch Due to break down stitch
Measurement defect Due to wrong measurement
Bad tension Due to tight stitch
Twisting Due to fold of any part
Wrong SPI Due to less or more stitch per inch
Button hole Due to hole created in any part.
Stitch missing Due to mistake of stitch

Figure 4.2 Total output and the waste products from July to December-2011

0
200000
400000
600000
800000
1000000
1200000
Total output versus reject/defect product
Total output in pcs
Reject/Defect in pcs
4.2 Root Cause Analysis
There must be many potential reasons or causes which ultimately lead to create an adverse
effect of an industry. Cause effect (CE) analysis is a tool for analyzing and illustrating a
process by showing the main causes and sub-causes leading to an effect (Hasin 2007). It is
sometimes referred to as the Ishikaya diagram, because Kaoru Ishikaya developed it and
fishbone diagram because the complete resembles a fish skeleton.
This fishbone diagram was drawn to understand the source of periodic unplanned stoppage of
sewing machine. Cause Enumeration type CE diagram was drawn to find the problem as
shown in figure 4.2 below. The causes have been grouped into a management, machine,
operators, supplier, process and environment to graphical schematic diagram. The main
headings of causes have further been divided into sub-causes. This may continue further to
identify exact reason behind the problem.

Figure4.3 Root cause analysis for unplanned stoppage in sewing machine

CHAPTER 5
TPM IMPLEMENTATION PLAN

5.1 Standardization of Maintenance Activities
In the CCKL Industry, most of maintenance activities are executed without the base of
standards. Every maintenance technician independently decides the diverse maintenance
activities and executes in their own method. What is only checked in the industry is that
whether the work order follows the right procedure or not for repairing the equipment. The
maintenance system of the industry is more traditional rather than well structured. The
following area is proposed for the industry to be standardized to have consistent maintenance
system and shown in figure 5.1.

Figure 5.1 Proposed Area of Standardization for the Industry
5.2 TPM Implementation Plan
This section endowed with developed steps that are required to implement Total Productive
Maintenance System in CCKL Industry. This plan can be used as a step-by-step guide to
introduce TPM in the workplace of the Industry.
5.2.1 Level-1 TPM Implementation
The following activities of the selected pillars of TPM are carried out in this level.
Autonomous Maintenance (Jishu Hozen)
Jishu Hozen, which means autonomous or self-maintenance, promotes development of
production operators to be able to take care of small maintenance tasks, such as cleaning,
inspecting, and lubricating their equipment, thus freeing the maintenance associates to spend
time on more value-added activities and technical repairs. The operators are responsible for
upkeep of their equipment to prevent it from deteriorating. Jishu Hozen (JH) has been shown
to reduce oil consumption by 50% and process time by 50%.
Autonomous Maintenance Activity
Provide basic training to operators of the industry about safety equipment structure
and functions of machines such as sewing, raising and stitching beam winder and so
on.
Make cleaning plan for each parts of the machines.
Removing unnecessary articles around the machineries of the industry.
The initial clean up include fiber dust, oil, etc. and has to be removed and minor
defects of the machineries should be detected.
Training
Setting policy and priority measures to train the operators in the industry. The
industry should set the basic training policy and measuring matrices suiting it and put
the aims of the training in terms of developing the maintenance men, operator and
fostering personnel efficiency in office work.
Establish training system for the maintenance men in all textile machineries.
Establish training system for the operators of the machines such as sewing, raising,
stitching etc.
Establish training calendar for the operators of the machines in industry.
TPM Office
Providing awareness about office TPM to all support departments such as quality
control, and marketing departments of the industry.
In this step hard to access area should be improved and causes of forced deterioration should
be eliminated from the machineries of the industry.
Taking action at the source of problems observed in level one of autonomous
maintenance.
This action includes avoiding of recurrence of the accumulation of fiber dusts on the
equipments by solving the problem at the foundation and eliminating the causes.
Autonomous maintenance implementation, temporary procedures or manual for
cleaning, lubrication, retightening and checkups developed.
Training
After the first level of training implementation carried out, implement the following
activities.
Implement the training system for the employees of the industry.
Evaluate the activities of the training system.
While implementing the training system, the following tasks should be done
Training of instructors for maintenance skill.
Operation skills upgrade training for operator.
Provide training for skill upgrade to correct operation, as required.
Provide training for skill upgrade needed for minor inspection and routine restoration.
Provide maintenance skill training to leaders of small circles in the operating sector
by instructors.
Provide maintenance skill training to all maintenance men by instructors.

TPM Office
Initial clean up of every offices of the industry.
Removal of unnecessary articles.
Clean dirt, dust and strains in the work place.
Identify all documents in lockers and desks.
Classify documents in accordance with nature of work.
Tentative standards of cleaning will be set for the machines. For example three times
a day for sewing machine.
Mastering the inspection skill of the operators of all machines.
Training
Understand the right method of cleaning, lubrication and inspection of the
machineries in textile industry.
TPM Office
Fault finding work in the offices
Survey the condition of work to expose the faults.
Remove the faults.
Improve the problems observed in the above step.
Aimed at reducing or eliminating office work flow stagnation.
General inspection: To understand the structures functions and principles of
equipment in textile industry and learn their optimal conditions.
Train the operators of the machines in the industry how to carry out the
inspection.
Find and restore slight defects through general inspection like the breakage of
belts in sewing machine.
Evaluate inspection skills provided in the previous levels and provide training
in deficiency areas.
Advance the inspection system.
Training
Train the operators of the sewing and other machines for the causes of abnormal
conditions.
Train the operators to replace parts.
Train the operators about the quality products.
Office TPM
Check stores of files and documents.
Clean the storage areas and set standard time table for cleaning.
Autonomous inspection: To maintain the machineries of the industry deterioration
and restoration condition implemented in levels 1-4
Review clean-up, lubrication and general inspection criteria for the machines
in the industry.
Preparation and implementation of autonomous inspection checks sheets for
the machineries in the industry.
Review equipment and human factors abnormal conditions.
Maintain optimal equipment conditions once restoration is restored through
general inspection.
Work place organization.
Organize the surrounding of machinery.
Reducing material searching time by organizing material around the
equipment and workplace.
Identification of very important parts and produce to be accessible
everywhere.
Standardize the work place of the organization.

Training
Make the operators practice to estimate failure causes.
Make the operators to assist in overhauling.
Office TPM
Clear the emergency passages and set standard to check them.
Allocate articles in correct place.
Safety and environmental factors.
Give one point lesson to employees of the industry.
Encourage the participation in the activities.
Automate maintenance system
Standardization: Ensuring maintenance and management of these activities (level1-5)
and at expanding the operator roles to work related to the equipment and areas around
it.
Standard work criteria.
Data record standards.
Spare parts management.
All out autonomous maintenance management.
Training
Upgrade maintenance and operation skill.
Increase the technological power of diagnosing equipment.
Office TPM
Clear the emergency passages and set standard to check them.
Allocate articles in correct place.

5.3 Overall TPM Development Program for the Industry
Implementation of TPM is required for the industry to avoid unplanned downtime and to
continue daily inspection and routine maintenance. By implementing TPM, the maintenance
personnel can begin to make use of the skills operators to perform the expected maintenance
activities. Maintenance personnel expand more on proactive maintenance and elimination of
recurrence failure. Since TPM has a companywide concept, the implementation is also
required to integrate every activities of the industry from top management to frontal workers.
The implementation of TPM in the industry is to be carried out by using of the appropriate
pillars of TPM. It is supposed that full implementation of TPM program of the industry will
take approximate 18 months. Six implementation levels have been discussed above. In each
level, the required implementation steps for each activity of the selected pillars of TPM
executed according to their precedence. The target is set for each level and the results are
measured against it. If the implementation of that level is successfully succeeded, the other
activities of TPM pillar will be started to be implemented. But if it fails, a thorough
investigation carried out to discover the causes of the failure until it becomes satisfactory.
The successful implementation of the TPM, as it has been mentioned, require a long term
commitment and a continuous provision of training to all level of employee. The proposed
Standardization model of the implementation process is shown in figure 3.3. Before the
launching of the implementation model there is preparatory step. In this step the
commitments of top management and necessary budget will be allocated. An overview of
TPM and committee will be formed for each TPM pillars. It takes six months to perform such
activity. After six months of preparatory step the evaluation will be done to know whether the
progress can make the organization to continue to the next level or not.

CHAPTER 6
RESULTS AND DISCUSSIONS

Results and discussions
In CCKL Industry, the Overall Equipment Effectiveness (OEE) of the sewing machine was
51% where the availability was 71% of the production time and the performance was 81%
while the quality factor 89%. Set of techniques like Autonomous Maintenance activities,
Training and TPM Office were suggested to the industry after calculating the OEE to
improve their maintenance procedures and improve the productivity.
The company doesnt have maintenance record. As a result, during the study it was difficult
to get data of each machine. Even the maintenance operation is performed after the
breakdown of the machineries. In TPM concept the machineries should have their own
history and records so that it aids the company to perform the maintenance operation
smoothly. The problems lead the company even to spend more money for maintenance and
also high down time. Unplanned stoppages are also high and many machines are stopped by
the shortage of the spare parts.
From the observations and interviews there are a lack of good management system and the
workers of the company compares their payment with the other similar companies in that
area. This causes the workers to become highly dissatisfied. The operators of the machine are
not interested to handle the machines with care.
TPM implementation in the company, several issues that affected the failure of initial TPM
implementation were over-come. At first, management had been well trained. An executive
TPM introduction course was conducted for all management level people. From the course,
they learnt about the benefits and effects of TPM implementation in the company, i.e.
maximized assets and reduced costs by focusing on the customer and getting all employees
involved. They knew that management commitment for TPM implementation was the
fundamental precept, which governed the success or failure of the change. Also through the
training course, they realized that TPM implementation was not a one-time activity for
continuous improvement. It was a long term and never ending improvement activity. The
issues of lack of management support and lack of sustaining momentum were resolved
simultaneously.
Secondly the formation of TPM office helped the company to define and set-up the TPM
basic policies and targets. The TPM office was also responsible for the creation of a master
plan, promotion of TPM activities and development of a training plan for employees. The
establishment of TPM office changed for TPM implementation in the numerous
manufacturing activities within the company. Structural organization for TPM
implementation was developed.

CHAPTER 7
RECOMMENDATIONS AND CONCLUSIONS

7.1 Recommendations
The following recommendations are forwarded for the CCKL industry and that are executing
maintenance work in their day-to-day activity.
1) Maintenance activity shouldnt be considered as a separate and isolated function that
leads to high expense. Rather, it should be considered as the main potential area to
use as a competitive advantage. Otherwise, higher cost will be incurred after the
equipments deteriorate which directly affects the competitiveness of a company.
2) The companies should involve achieving the company goal through the
implementation of operator initiated daily maintenance consisting of cleaning,
adjustment, and regular inspections, as well as improvement activities and minor
restoration of equipment. The maintenance men should only participate in inspection
and restoration of equipment which requires high skill and specialization.
3) The operator should be trained so that they can solve the minor restoration of
equipments in the proper way.
4) The industries need introduce Kaizen theme the concept of continues improvement.
In this concept the major losses are identified and the plan is accomplished to
eliminate them at the source.
5) The industries should implement the Overall Equipment Effectiveness in order to
achieve higher target. .
6) Through implementing the Total Productive Maintenance the whole industry can be
integrated together to one target for higher competitiveness in the dynamic
environment.
7) Implementing TPM in the various levels would help the industry to completely
change the culture of its employee.
8) Executing the TPM implementation in CCKL industry should be given attention to
be competitive in the global market.

7.2 Conclusions
Total Productive Maintenance system is to integrate every activities of a company with
maintenance department as well as involving the operators in maintenance activities. This
thesis has been conducted and written in relation to the implementation of Total Productive
Maintenance System in CCKL industry. The aim of study was to find maintenance system of
the industry and categorically the high rate of unplanned failure reigns. The condition of
equipment was poor due to negligence of the operator and shortage of spare parts. The
operator in minor inspection and restoration of equipment step-by-step increased unexpected
number of failures of equipments.
It can be concluded that the industry may phase out unless some sustainable actions are
implemented. In order to alleviate the current situations of the maintenance system, a typical
model has been proposed based on the above findings. The model emphasizes on three main
techniques of core TPM activities like autonomous maintenance activities, training and office
TPM. The four major duties of maintenance are inspection management, failure management,
work management and spare part management. The concepts rely on the continuous
improvement, empowering the employee and standardizing every activity to minimize the
time of execution.

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Implementation of Total Productive Maintenance (TPM) in Sewing

Machine of Comfit Composite Knit Ltd.(CCKL) Industry by Using OEE

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