Lean Manufacturing Assignment-2 By: Yuganshu Jain (2012ABPS695P)  Background of The Company:
Mahindra & Mahindra Group is one of the prestigious automobile manufacturing organizations in India. With the dual objective of industrial and agriculture growth, Mahindra & Mahindra was established in 1970. Mahindra & Mahindra, is India’s first large-scale project based company with a totally indigenous design, know-how and technology. Mahindra & Mahindra is a leading manufacturing organization manufacturing tractors, harvesting combines, fork lifters etc. Till 1998, the organization did not give much attention to the maintenance work. The machines were being checked and repaired only after the breakdown. But with the industrialization, it became necessary to adopt new concepts to survive in the market. The organization decided to adopt “Total Productive Maintenance (TPM) for its survival.

 Problems Faced Due To Maintenance
The importance of maintenance functions has increased due to its role in keeping and improving the availability, product quantity, safety requirements, as maintenance costs constitute an important part of the operating budget of manufacturing firms.  The Company operated at less than full capacity, with low productivity, and the cost of producing products are high.  Almost 25-30% of total production cost is attributed to maintenance activities in the factory. Hence the quality of maintenance significantly affects business profitability.  There was a lot of variation in all manufacturing processes in the firm due lesser utilization of hardware resources and uneven investment in human resources due to lack of proper planning of each task significantly affecting the overall cost bore by the company.

 OEE before TPM Implementation First, we have to select the machines to study the TPM implementation. To start with TPM, a few machines have been selected for implementation of TPM, which is known as TPM model machine. In MAHINDRA & MAHINDRA, there are seven shops. Four machines have been selected from Light Machine Shop (LMS) i.e. 2 Broaching machines, 1 Cylindrical Grinder and 1 Surface Grinder for TPM implementation. This section was named as TPM model section in Light Machining Shop. These machines are used in production of components like bull gear, shafts for power transmission etc. A code is assigned to each machine for ease of identification. Each machine is studied thoroughly to identify each part and to understand the working of every component. Table 1 shows the machines selected for the work, their condition and make.

The OEE implementation before TPM of broaching machine –I is given below:

Similarly, the OEE for other machines are calculated as above and the calculations have been discussed later of same.  The Problems faced in TPM Implementation  Workers were not well educated.  Fear of losing jobs after adopting TPM  Extra work to be done in TPM process.  Communication gap between managers and workers  Reluctance of Managers to come to shop floors to inspect and check out the implementation of TPM.

 Overcoming These Problems (Remedial Solutions):
TPM education and training program had been prepared which was oriented towards three goals:

• Managers will learn to plan for higher equipment effectiveness and implement improvements aimed at achieving zero breakdowns and zero defects. • Maintenance staff would study the basic principles and techniques of maintenance and develop specialized skills concerning the company’s equipment. • Equipment operators would learn how to recognize equipment abnormalities as such during their daily and periodic inspection activities. Education and training programs were conducted for managers, maintenance personnel and operators.

Fig 1: Pillars of TPM.

 When the company calculated its OEE across all the machines, it was close to around 60% only which is quite low when compared to world class average of 85% which meant there was huge scope of improvement across all the departments.  To improve OEE, the company identified various areas that could be worked upon which have been discussed in Fig. 1 above  5S Program: Problems cannot be clearly seen when the work place is unorganized. Making problems visible was the first step of improvement. The role of the operator hadn’t be only its operation but also to ensure highest productivity of the machine by being actively involved in the maintenance.  Kobetsu Kaizen: Kaizen is implemented by lower management and workers but relies heavily on support from senior management. This pillar focuses on that “A very large number of small improvements are more effective in an organizational environment than a few improvements of large value.”  Planned Maintenance: A system developed to cover daily, weekly and monthly checks in conjunction with identifying symptoms of deterioration and implementing an equipment refurbishment program.  Overall Equipment Effectiveness (OEE) Calculation:. OEE measurement is an effective way of analysing the efficiency of a

single machine or an integrated manufacturing system. It is a function of availability, performance rate, and quality rate. In practice, OEE is calculated as the product of its three contributing factors OEE = Availability X Performance X Quality  Training & Education: Training of maintenance crew gives them the knowledge of how to monitor, improve and correct design flaws and get equipment restoration. 

TPM Implementation:
The TPM was implemented w.r.t the above 5 pillars:  5S -Sort: At MAHINDRA & MAHINDRA, various items have been sorted out on the basis of priority of use.  5S- Set in Order: At MAHINDRA & MAHINDRA, for organizing activity, the components were stored according to their code number so assigned that the high priority items are located very near to the operator.  5S- Shine: At MAHINDRA & MAHINDRA, all the persons from managers to operators were engaged for cleaning their table, chair and cabin.  5S – Standardize: At MAHINDRA & MAHINDRA color-coding and standardized coloration of surroundings were used for easier visual identification of anomalies in the surroundings.  5S- Sustain: Drove the organization to be disciplined in maintaining new standards.  Implementation of JISHU HOZEN Various tentative standards for cleaning, inspection and lubrication are set for all machines. These standards are shown in Table 2 & 3.

Table 2: Standards for Cleaning (Broaching Machine-I)

 Classification of Fuguaies: Fuguaies are the abnormalities in the machine, which is noted during the initial cleanup. Table 4 below shows the various fuguaies found in Broaching Machine-I.

Table 4  Implementation of Kobetsu Kaizen. A proper kaizen sheet is filled for each kaizen, which contains all information like before and after photographs, ideas and benefits. Kaizen sheets are prepared for Kaizens performed on all machines. Kaizen sheets for broaching machine –I are shown in Table 5.Similarly Kaizen sheets are prepared for other machines.

Table 5  When all these pillars of TPM were implemented, OEE improved significantly as evident from calculations below of broaching machines-1

The above table shows the improvement in OEE after TPM across all the machines which have been studied in this report.



References:

 Ahmed, S., Hassan, M.H. and Taha, Z. (2005), “TPM can go beyond maintenance: excerpt from a case implementation”, Journal of Quality in Maintenance Engineering, Vol. 11 No. 1, pp. 1942.  Heizer, J. and Render, B. (2009), “Operations Management Flexible Edition”, 9th ed., Pearson Prentice-Hall, Upper Saddle River, NJ  Waeyenbergh, G., Pintelon, L., 2002, “A framework for maintenance concept Development”, International Journal of Poduction Economics 77 (3), 299–313.  McKone, K. E., R. G. Schroeder, et al. (1999), “Total Productive Maintenance: A contextual View.” Journal of Operations Management 17.