Wastage Control, Total productive Maintenance, Energy Audit

• Most commercial firms’ resource management and control fall short. Waste is increasing at such a rapid pace that it has created a new sector for recycling and recovering usable resources.
• Materials are wasted in a variety of ways, including effluents, breakage, contamination, inadequate storage, poor craftsmanship, low quality, pilferage, and obsolescence. All of these factors lead to dramatically higher material costs, which may be managed by efficient working practices and good management.
• Total productive maintenance.
• Seiichi Nakajima invented Total Productive Maintenance (TPM) in Japan from 1950 to 1970. This experience led to the realization that a leadership philosophy that involves front-line staff in small group development activities is a critical component of good operation. His work resulted in the implementation of the TPM process in 1971.
• Total Productive Maintenance (TPM) began as a physical asset management strategy aimed at maintaining and upgrading industrial machines in order to lower an organization’s operating costs. After the PM award was established and given to Nippon Denso in 1971, the JIPM (Japanese Institute of Plant Maintenance) enlarged it to include eight pillars of TPM that demanded participation from all sectors of production in lean manufacturing ideas.
• Total productive maintenance (TPM) is the process of employing machines, equipment, workers, and supporting processes to maintain and enhance manufacturing integrity and system quality. Simply put, it is the process of including workers in the repair of their own equipment, with an emphasis on proactive and preventative maintenance practices. Total productive maintenance aims for flawless production. That means:
• No breakdowns.
• No pauses or sluggish running.
• There are no flaws.
• No accidents occurred.
• TPM is intended to disperse responsibility for maintenance and machine performance, hence increasing employee involvement and cooperation across management, engineering, and operations.
• Principles
• The eight pillars of TPM are primarily concerned with proactive and preventative strategies for increasing equipment reliability:
• Autonomous Maintenance: Operators utilize all of their senses to assist discover reasons of losses.
• Focused Improvement: Scientific method to issue resolution to minimize losses in the production.
• Planned Maintenance: Professional maintenance operations carried out by professional mechanics and engineers
• Quality management is a scientific and statistical technique to discovering faults and removing their causes.
• Early/equipment management is the scientific introduction of equipment and design principles that decrease losses and make defect-free manufacturing more efficient.
• Education and Training: Support for the constant advancement of knowledge of all workers and management.
• Administrative & Office TPM: Using TPM tools to enhance all parts of a manufacturing plant’s support, such as production scheduling, materials management, and information flow, as well as raising individual morale and awarding well-deserving personnel for doing so.
• Safety & Health Environmental conditions.
• The primary goal of TPM is to improve the overall equipment effectiveness (OEE) of plant equipment. TPM tackles the reasons of rapid degradation and output losses, while also providing the appropriate atmosphere between workers and equipment to foster ownership.
• OEE contains three variables that are multiplied to get one metric called OEE.
• Performance x Availability x Quality equals OEE.
• Each element has two related losses, for a total of six losses, which are as follows:
• Performance = (1) decreased speed – (2) minor stops.
• Availability: (3) Breakdowns – (4) Product turnover.
• Quality: (5) Startup rejections – (6) Running rejects.
• Implementation
• The following are the stages involved in implementing TPM in an organization.
• TPM level assessment, introductory education and propaganda (IEP), and committee formation.
• Developed a master plan for TPM implementation and provided staged training to workers and stakeholders on all eight pillars.
• Preparing for TPM implementation involves establishing policies and objectives, as well as creating a road map.

Pillars of TPM

• TPM in administration: A good The TPM program is only as good as its pieces. Total productive maintenance should extend beyond the plant floor by identifying and reducing waste in administrative tasks. This include helping production by enhancing order processing, procurement, and scheduling. Administrative tasks are generally the initial stage in the whole production process, therefore they must be efficient and waste-free. For example, if order-processing operations become more simplified, material would arrive on the factory floor faster and with fewer mistakes, minimizing possible downtime while missing components are hunted down.
• Safety, health, and the environment: Maintaining a safe working environment ensures that workers can do their responsibilities without risking their health. It is necessary to create an atmosphere that improves production efficiency, but this should not come at the expense of an employee’s safety and health. To do this, any solutions put into the TPM process must constantly address safety, health, and the environment.
• Training and education: A lack of understanding of equipment might derail a TPM program. Training and instruction are provided to operators, managers, and maintenance workers. They are meant to ensure that everyone is on the same page about the TPM process and to close any knowledge gaps so that TPM objectives may be met. This is where operators learn how to proactively maintain equipment and spot impending issues. The maintenance crew learns how to execute a proactive and preventative maintenance plan, while supervisors become knowledgeable about TPM concepts, employee development, and coaching.
• Early equipment management: The TPM pillar of early equipment management applies the practical knowledge and comprehensive understanding of manufacturing equipment gained via total productive maintenance to enhance the design of new equipment. Designing equipment with feedback from those who use it the most enables vendors to enhance maintainability and machine operation in future designs.
• Quality maintenance: All of the maintenance planning and strategizing in the world is useless if the maintenance done is of poor quality. The quality maintenance pillar aims to include design mistake detection and prevention into the manufacturing process.
• Planned maintenance entails researching variables like as failure rates and previous downtime and then scheduling maintenance jobs based on projected or observed failure rates or downtime intervals. In other words, since there is a fixed period for doing equipment maintenance, you may plan maintenance around when the equipment is idle or generating at a low capacity, resulting in minimal interruptions to output.
• Focused improvement is based on the Japanese word “kaizen,” which means “improvement.” Kaizen in manufacturing demands continuous improvement of functions and processes. Focused improvement considers the process as a whole and generates ideas about how to enhance it. TPM relies on small teams adopting a proactive approach of implementing frequent, incremental changes to equipment operating procedures. Diversifying team members enables the detection of reoccurring issues via cross-functional brainstorming. It also brings together information from throughout the firm, allowing teams to understand how procedures effect various areas.
• Autonomous maintenance entails ensuring that your operators are thoroughly educated in basic maintenance tasks like as cleaning, lubricating, and inspecting, as well as delegating that job completely to them. This offers machine operators a sense of ownership over their equipment and boosts their understanding of the specific piece of equipment. It also ensures that the equipment is kept clean and oiled, identifies problems before they become failures, and frees up maintenance personnel for higher-level jobs.
• An energy audit involves inspecting and analyzing energy flows to save energy in a facility. It may involve a procedure or system that reduces the amount of energy input into the system while maintaining output. In commercial and industrial real estate, an energy audit is the initial step toward finding ways to minimize energy costs and carbon impact.
• Audit methodologies developed by IEA EBC Annex 11, ASHRAE, and Krarti (2000) include analyzing building and utility data, surveying real operating conditions, understanding building behavior, and selecting and evaluating solutions.
• In general, four stages of analysis may be defined (ASHRAE):
• Level 0: Benchmarking. This initial study is a preliminary Whole Building Energy consumption (WBEU) analysis based on an examination of historical energy consumption and prices, as well as a comparison of the structures’ performances to those of comparable buildings. This benchmarking of the researched installation helps us to determine if more study is necessary.
• Level I: Walk-through audit. Preliminary study of building energy efficiency was conducted to discover not just easy and low-cost changes, but also a list of energy conservation measures (ECMs, or energy conservation opportunities, ECOs) to guide the future thorough audit. This inspection is based on visual verifications, studies of installed equipment and operational data, and a complete examination of recorded energy usage obtained during the benchmarking phase.
• Level II: Detailed/General Energy Audit Based on the results of the pre-audit, this type of energy audit includes an energy use survey to provide a comprehensive analysis of the studied installation, a more detailed analysis of the facility, a breakdown of energy use, and a first quantitative evaluation of the ECOs/ECMs chosen to correct defects or improve the current installation. This level of study may include extensive on-site measurements and powerful computer-based modeling techniques to accurately analyze the specified energy retrofits.
• Level III: Investment-Grade audit: Detailed analysis of capital-intensive modifications, including possibly expensive ECOs that need extensive engineering examination.