Implementation of TPM and 6S Lean in Sonafi

Implementation of TPM and 6S Lean inSonafi

SIVASANGARANE NADARADJANEnovembro de 2018

IMPLEMENTATIONOFTPMAND6SLEANINSONAFI

SivasangaraneNadaradjaneAnandane

1150264

2018

ISEP–SchoolofEngineering

MechanicalEngineeringDepartment

IMPLEMENTATIONOFTPMAND6SLEANINSONAFI

SivasangaraneNadaradjaneAnandane

1150264

Dissertation presented to ISEP – School of Engineering to fulfil the requirementsnecessarytoobtainamaster’sdegreeinmechanicalengineering,carriedoutundertheguidanceofProf.SandraCristinadeFariaRamosandProf.FranciscoJoséGomesdaSilva

2018

ISEP–SchoolofEngineering

MechanicalEngineeringDepartment

IMPLEMENTATIONOFTPMAND6SLEANINSONAFI SIVASANGARANENADARADJANEANANDANE

JURY

PresidentIsabelMariaGarciaSarmentoPereiraAdjunctProfessor,DepartmentofMechanicalEngineeringofISEPMainSupervisorSandraCristinadeFariaRamos,PhDAdjunctProfessor,DepartmentofMathematicsofISEPCo-supervisorFranciscoJoseGomesdaSilva,PhDAdjunctProfessor,DepartmentofMechanicalEngineeringofISEPExaminerFilipeJoséPalharesChaves,PhDAdjunctProfessor,DepartmentofMechanicalEngineeringofIPCA


“ThereisinnowadaysanimportantcompanySonafiongoingtoimplementTPMand6SLeanundermaintenancedepartment,therefore,IhaveimmediatelyvolunteeredmyselftohelponthisgreatertargetachievementbytakingthissubjectundermyresponsibilityassoonIknewaboutit.”

SIVASANGARANENADARADJANEANANDANE,2018


ACKNOWLEDGEMENTS

First, I thank God, my family who supported me in every moment of my life andespecially in thisone,away fromhome, livinga totallydifferent lifeand ina foreigncountry.MydeepthankstomycoursedirectorProf.FranciscoJoséGomesdaSilvaandthethesisguideProf.SandraCristinadeFariaRamosfortheirsupportandmotivation.IwouldalsoliketothanktoMrPedroCardoso(SonafiDirector)andMrCarlosPereira(MaintenanceManagerofSonafi)forgivingmethisopportunity,forbelievinginmytrueinterest, realeffortandcompleteavailability forgoingaheadwiththisproject. IalsothankmydearfriendsSam,Vishvesh,Rakesh,Vignesh,DilipandDeepakforbeingonthisadventurewithmeanditwasmyfamilyandfriendsthroughoutthattime,givingmealsothesupportandmotivationtotakethiscourseandalwayswillingtohelpme.AbigthankyoualsotothegroupSMVECtomyteachers,myparents,myfriendsandmyuncleMr Sreekanth,who also did the impossible so that I could be in Portugal andhelpedmetorealizethisdream,whichseemedimpossible,inmyopinion.AgreatthanksonceagaintomythesisguideProf.SandraCristinadeFariaRamos,whowaswillingtohelpmeandgavehertimetome.

ThankyouforallCompanycolleaguesforthehelptofindingandcontactingtherightpeopleforthisinvestigation,Iverymuchappreciatedit.Thisworkwasonlycompletedwithalltheirsupportandguidance.

ABSTRACT IX


KEYWORDS

TPM; Autonomous Maintenance; Curative Maintenance; Automotive Industry; OEE;Lean6S;IATF16949:2016;Costreduction;Improvementinefficiency;Improvementinperformance; Improvement in quality and safety; Total Quality Management; ISO9001:2015;QualityManagementSystem.

ABSTRACT

In today’s industrial scenario huge losses/wastage occur in themanufacturing shopfloor.Thiswasteisduetooperators,maintenancepersonal,process,toolingproblemsand non-availability of components in time etc. Other forms of waste includes idlemachines,idlemanpower,breakdownmachine,rejectedpartsetcareallexamplesofwaste. The quality related waste are of significant importance as they matter thecompany intermsoftime,materialandthehardearnedreputationofthecompany.Therearealsootherinvisiblewasteslikeoperatingthemachinesbelowtheratedspeed,startup loss,breakdownof themachinesandbottlenecks inprocess.Zeroorientedconceptssuchaszerotoleranceforwaste,defects,breakdownandzeroaccidentsarebecomingapre-requisiteinthemanufacturingandassemblyindustry.Afundamentalcomponentofworld-classmanufacturingisthatoftheTotalProductiveMaintenance(TPM),whichhasbeenrecognizedasoneofthesignificantoperationstrategytoregaintheproductionlossesduetoequipmentinefficiency.TPMisthemethodologythataimstoincreasebothavailabilityoftheexistingequipmenthencereducingtheneedforthefurthercapitalinvestment.

Theautomotivesectorconstitutesoneofthemostdemandingactivitiesintheglobalmarket, since it requires a constant increase in productivity, both in the automobileindustryaswellasinthecompanieswhosemanufactureitscomponents.Thissectoriscurrentlysetwithinaneconomicframeworkwherethereisarelentlesssearchforcostsreductionandan increase inproductivitywithminimal investment. Inorder tomeettheserequirements,companieshavesoughttooptimisetheirproductsandprocessestoensurehigherprofits.

ThemainaimistodevelopaframeworkwiththecapabilityofassessingtheimpactofimplementingTPMinacompanywhichsuppliesdie-castingproductstotheautomotivesector.Themajoractionwastakenintheautonomousandcurativemaintenance.Duetotheundertakenimprovements,therewasa2%increaseinOEE(OverallEquipmentEffectiveness)onlineAA3.AlongwithTPM,6SLeanisalsoimplementedthatisoneofthemainpointsofthenewstandardforautomotiveindustryIATF16949:2016.

ABSTRACT X


RESUMO XI


PALAVRASCHAVE

TPM;Manutenção autónoma;Manutenção Curativa; Indústria automobilística; OEE;Lean 6S; IATF 16949: 2016; Redução de custos;Melhoria na eficiência;Melhoria nodesempenho;Melhorianaqualidadeesegurança;GestãodeQualidadeTotal;ISO9001:2015;SistemadeGestãodaQualidade

RESUMO

Actualmente,qualquerperda/desperdício afetaa competetividadedasorganizações.Este desperdício deve-se, muitas vezes, à falta de manutenção e consequenteindisponibilidade de equipamentos. Outras formas de desperdício são o excesso deprodução,oprocessamentoinapropriado,osdefeitos,roturasdestocks,etc.Todosostiposdedesperdíciosãorelevantes,contudoosrelacionadoscomaqualidadesãodeimportância significativa, uma vez que têm influência na reputação da empresa.Tolerânciazeroparaodesperdícioeparaonúmerodeacidentestem-sereveladoumpré-requisitonaindústriadeproduçãoemontagem.Umaliadonocumprimentodestepré-requisitoéaManutençãoProdutivaTotal (TPM).ATPMéumametodologiaquevisa aumentar a disponibilidade do equipamento existente, reduzindo assim anecessidadedemaisinvestimentodecapital.

Osetorautomóvelconstituiumadasatividadesmaisexigentesdomercadoglobal,poisexigeumaumentoconstantedeprodutividade,tantonaindústriaautomobilísticacomonasempresasquefabricamosseuscomponentes.Atualmente,estesetorestáinseridonuma estrutura económica que procura incessantemente a redução de custos e umaumento na produtividade com um investimento mínimo. Para atender a essesrequisitos, as empresas têm procurado otimizar os seus produtos e processos paragarantirmaioreslucros.

Nestedocumento,apresentam-seosresultadosdeestudodesenvolvidocomoobjetivodeaprimorarosprocedimentosnosetordemanutençãodeumaempresaqueforneceprodutos de fundição para o setor automóvel. O principal objetivo foi aumentar adisponibilidade de máquinas e equipamentos através da implementação dametodologiaTPM.

Asalterações introduzidasna linhaAA3resultaramnumaumentode2%novalordoindicadordedesempenhoOverallEquipmentEffectiveness(OEE).

Juntamente comametodologia TPM foi impementada ametodologia 6S Lean, vistacomoumaestratégiaabrangente,poderosa,eficazeadequadaparaasoluçãodetodosostiposdeproblemasrelacionadoscomamelhoriadeprocessoseprodutos.

RESUMO XII


LISTOFSYMBOLSANDABBREVIATIONS XIII


LISTOFSYMBOLSANDABBREVIATIONS

Listofabbreviations

A AvailabilityCSR CustomerSpecificRequirementsFMEA FailureModeandEffectsAnalysisIATF InternationalAutomotiveTaskForceJIPE JapaneseInstituteofPlantEngineersME MaintenanceEquipmentMTBF MeanTimeBetweenFailureMTTR MeanTimetoRepairOEE OverallEquipmentEffectivenessOT OpenTextPE PerformanceEfficiencyPPM PlannedPreventiveMaintenanceQ QualityRateRCFA RootCauseFailureAnalysisRCM ReliabilityCenteredMaintenanceRE RateEfficiencySGA SmallGroupActivityTPM TotalProductiveMaintenanceTQM TotalQualityManagementWBL WorkBasedLearning

FIGURESINDEX XV


FIGURESINDEX

FIGURE1THESISSTRUCTURE.......................................................................................................................4

FIGURE2NAKAJIMA’SDEFINITIONOFTPM[5].........................................................................................10

FIGURE3SHIROSEDEFINITIONOFTPM[5]...............................................................................................11

FIGURE4EIGHTPILLARSOFTPM(NAKAJIMAMODEL)[5]........................................................................12

FIGURE5OVERALLEQUIPMENTEFFECTIVENESSCALCULATIONANDLOSSES(NAKAJIMAMETHOD)[5].23

FIGURE6OVERALLEQUIPMENTEFFICIENCYCALCULATIONANDLOSSES(SEMIMETHOD)[5]................24

FIGURE7OVERLAPPINGSMALLGROUPACTIVITYSTRUCTURE[5]............................................................25

FIGURE8RELATIONSHIPOFTHE6SPILLARS[24].......................................................................................30

FIGURE9TIMINGOFTRANSITIONFROMISO/TS:16949TOIATF:16949(TUV-SUD,2016)[25]................33

FIGURE 10 DRAFT SCHEDULE OF TRANSITION FROM ISO/TS:16949:2009 TO IATF:16949:2016

COMPLIANCE[25]..............................................................................................................................34

FIGURE11SONAFILOGO[29].....................................................................................................................39

FIGURE12COMPANYPHOTOGRAPHY[30]................................................................................................39

FIGURE13COMPANYLOCATIONOFSONAFI[32]......................................................................................40

FIGURE14COMPANYORGANIZATIONALSTRUCTURE[33]........................................................................41

FIGURE15BUHLERDIE-CASTINGMACHINE..............................................................................................43

FIGURE16COLOSIODIE-CASTINGMACHINE.............................................................................................43

FIGURE17CHIRONMACHININGCENTERS[29]..........................................................................................43

FIGURE18HELLERMACHININGCENTERS[34]...........................................................................................44

FIGURE19PARTSPRODUCED%BYSONAFI...............................................................................................44

FIGURE20PRODUCTSOFSONAFI[31]......................................................................................................45

FIGURE21CUSTOMERSOFSONAFI[31].....................................................................................................45

FIGURE22COMPANYLAYOUTOFSONAFI[28]..........................................................................................46

FIGURE23MELTINGFURNACE[28]............................................................................................................47

FIGURE24FOUNDRYAREAOFSONAFI[28]...............................................................................................47

FIGURE25POSTOFDIMENSIONALCONTROL[28]....................................................................................48

FIGURE26MACHININGAREAOFSONAFI[28]...........................................................................................48

FIGURESINDEX XVI


FIGURE27PRODUCTIONPROCESSOFSONAFI[28]...................................................................................51

FIGURE28INJECTEDCASTINGPART[28]....................................................................................................50

FIGURE29MAINTENANCEOVENINDIE-CASTINGINDUSTRY[28]............................................................52

FIGURE30PLACINGTHEALLOYONTHEINJECTIONCYLINDERINGRAPHICVIEW[28].............................52

FIGURE31APPROACHPHASE-1STPHASEINGRAPHICVIEW[28].............................................................53

FIGURE32FILINGPHASE-2NDPHASEINGRAPHICVIEW[28]....................................................................53

FIGURE33COMPACTIONPHASE-3RDPHASEINGRAPHICVIEW[28]........................................................54

FIGURE34EXAMPLEOFADIECASTINGMOLDINGRAPHICVIEW[28].....................................................54

FIGURE35SYMBOLICREPRESENTATIONOF2CAVITIESPRESENTINAMOLD[28]...................................55

FIGURE36TYPESOFINJECTEDFOUNDRY[28].........................................................................................55

FIGURE37REPRESENTATIONOFADIECASTINGMACHINEBYHOTCHAMBERINGRAPHICVIEW[28]...56

FIGURE 38 INJECTION MACHINE WITH COLD CHAMBER AND HORIZONTAL MOVEMENT PISTON IN

GRAPHICVIEW[28]..........................................................................................................................56

FIGURE39TPMPILLARSOFSONAFI..........................................................................................................59

FIGURE40TPMFLOWCHARTOFSONAFI..................................................................................................60

FIGURE41PRESENTINGTHEIMPORTANCEANDIMPLEMENTATIONOFTPMTOWORKERSPART-1.......65

FIGURE42PRESENTINGTHEIMPORTANCEANDIMPLEMENTATIONOFTPMTOWORKERSPART-2.......65

FIGURE43PLANNEDPREVENTIVEMAINTENANCE(PPM).........................................................................67

FIGURE44PREDICTIVEANDSYSTEMATICSCHEDULE................................................................................67

FIGURE45FISHBONEDIAGRAM................................................................................................................68

FIGURE46WORKINGFLOWCHARTOFCURATIVEMAINTENANCE............................................................69

FIGURE47CONTINOUSIMPROVEMENTANALYZINGTOOL[35]...............................................................70

FIGURE48BESMART[35]...........................................................................................................................71

FIGURE49BENEFITSOFWBL[36]..............................................................................................................72

FIGURE50SUPPORTSYSTEMSTOOLS.......................................................................................................74

FIGURE51AUTONOMOUSMAINTENANCETOOLS[35].............................................................................76

FIGURE52WORKINGFLOWCHARTOFAUTONOMOUSMAINTENANCETOOLS........................................77

FIGURE53TABULARBOARDOFTEAMOFTABLEMEWITHUNIQUECOLOUR........................................78

FIGURE54TABULARBOARDOFTEAMOFTABLEWITHDIFFERENTCOLOURFORDIFFERENTDEPARTMENT

INME................................................................................................................................................78

FIGURE55LEAN-6S[39].............................................................................................................................80

FIGURESINDEX XVII


FIGURE56BENEFITSOFTPM.....................................................................................................................91

FIGURE57LOGOOFMANWINWINSOFTWARE[40]..................................................................................93

FIGURE58MANWINWIN-IMPROVINGMAINTENANCE[40]......................................................................94

FIGURE59WORLDCLASSOEE[43].............................................................................................................95

FIGURE60A3ME-TEMPLATEOFSONAFI..................................................................................................97

FIGURE61TEMPLATEOFA3ME-GOAL2018.............................................................................................98

FIGURE62TEMPLATEMAININITIATIVEINTHEAREAME.........................................................................98

FIGURE63TEMPLATEOFAVAILABILITYME...............................................................................................99

FIGURE64TEMPLATEOFCASTINGGRAPHOFMTTRVSMTBFME...........................................................99

FIGURE65TEMPLATEOFFINISHESGRAPHOFMTTRVSMTBFOFME.....................................................99

TABLESINDEX XIX


TABLESINDEX

TABLE1TPMDEVELOPEDINJAPAN[5]........................................................................................................8

TABLE2SIMILARITIESANDDIFFERENCEBETWEENTQMANDTPM[4]......................................................9

TABLE3MOTIVESANDUNIQUENESSOFTPM[4].......................................................................................9

TABLE4CLASSIFICATIONOFLOSSES[4]....................................................................................................13

TABLE5METHODOLOGYOF6S[23]..........................................................................................................28

TABLE6ALLOYSCONSUMEDBYSONAFI[28]............................................................................................42

TABLE7BEFOREANDAFTERIMPLEMENTATIONOF6S.............................................................................84

TABLE8PLANNINGANDEXECUTINGOF6S...............................................................................................86

TABLE9TOPICSANDCLAUSESOFIATF16949:2016FORSONAFI[41].......................................................87

INDEX XXI


INDEX

INTRODUCTION....................................................................................................................1

1.1 BACKGROUND.................................................................................................................1

1.2 OBJECTIVES......................................................................................................................2

1.3 RESEARCHMETHODOLOGY.............................................................................................2

1.4 THESISSTRUCTURE..........................................................................................................2

1.5 DECLARATION..................................................................................................................3

2 BIBLIOGRAPHICWORK................................................................................................7

2.1 BRIEFHISTORYOFTPM...................................................................................................7

2.1.1 SimilaritiesanddifferencebetweenTQMAndTPM.................................................................9

2.1.2 MotivesanduniquenessofTPM...............................................................................................9

2.2 TPMDEFINITIONS..........................................................................................................10

2.3 TPMBASICCONCEPTSANDSTRUCTURES.....................................................................11

2.3.1 TheTPMstructuredcontinuousimprovementprocess..........................................................11

2.3.2 OverallEquipmentEffectiveness............................................................................................22

2.3.3 Team-basedImprovementActivity(SmallGroupActivity–SGA)...........................................25

2.3.4 ParticipationAcrossAllLevelsoftheOperationalHierarchy..................................................26

2.3.4.1 Top-LevelManagementTPMResponsibilities...............................................................26

2.3.4.2 MiddleManagementTPMResponsibilities...................................................................27

2.4 LEAN6S.........................................................................................................................27

2.4.1 Thestepsofthe6Smethodareasfollows.............................................................................28

2.4.2 Relationshipofthe6SPillars...................................................................................................29

2.4.3 TheAdvantagesofusing6SMethodarementionedbelow[23]:............................................30

2.5 IATF16949:2016...........................................................................................................31

INDEX XXII


2.5.1 PriorISOTechnicalSpecification16949:2009.........................................................................31

2.5.2 KeychangesintroducedbythenewIATF16949:2016StandardRelatingtoSuppliers..........31

2.5.3 ThetransitionfromISO/TS16949:2009toIATF16949:2016.................................................32

2.5.4 AboutIATF16949:2016...........................................................................................................35

2.5.5 BenefitsofIATF16949:2016...................................................................................................35

2.5.6 IATF16949:2016containsdetailedsupplementation for theautomotive industry, including

significantchangesregarding:...............................................................................................................36

3 THESISDEVELOPMENT..............................................................................................39

3.1 ANALYSISOFSONAFICURRENTMANUFACTURINGPRACTICES....................................39

3.1.1 Abriefdescriptionofthecompany.........................................................................................39

3.1.2 NumbersinSONAFI.................................................................................................................42

3.1.3 CompanyLayout......................................................................................................................46

3.1.4 ProductionProcess..................................................................................................................49

3.1.5 Die-Casting..............................................................................................................................49

3.1.5.1 TypesofInjectedFoundry.............................................................................................55

3.1.5.2 Advantages,disadvantagesandrequirements..............................................................57

3.1.6 MajormanufacturingIssues....................................................................................................57

3.1.7 TPMTargets............................................................................................................................58

3.2 IMPLEMENTATIONOFTPMANDOF6S........................................................................59

3.2.1 DesignofSonafiTPMPillars&Flowchart...............................................................................59

3.2.2 MaintenanceLevels................................................................................................................61

3.2.3 MainFunctions........................................................................................................................63

3.2.4 IntroducingTPMCulturestoSONAFI......................................................................................65

3.2.5 MethodsandMeasureAnalysisofSONAFI.............................................................................66

3.2.5.1 SonafiTPMPillar1:PredictiveandSystematicMaintenance........................................66

3.2.5.2 SonafiTPMPillar2:CurativeMaintenance...................................................................68

3.2.5.3 SonafiTPMPillar3:ContinousImprovement................................................................70

3.2.5.4 SonafiTPMPillar4:QualificationofHumanResource..................................................71

3.2.5.5 SonafiTPMPillar5:SupportSystem..............................................................................73

INDEX XXIII


3.2.5.6 SonafiTPMPillar6:AutonomousMaintenance............................................................75

3.2.5.7 SonafiTPMPillar7:SupplierMaintenance...................................................................79

3.2.6 Implementationof6SalongwithTPMinSONAFI...................................................................79

3.2.6.1 6SRoadMap..................................................................................................................81

3.2.6.1.1 Phase1...........................................................................................................................81

3.2.6.1.2 Phase2-Beginning6S...................................................................................................81

3.2.6.1.3 Phase3...........................................................................................................................83

3.2.7 IATF16949:2016.....................................................................................................................86

3.2.7.1 IATF16949:2016ofSONAFI:..........................................................................................87

Planning:......................................................................................................................................88

Support:.......................................................................................................................................88

Operation:....................................................................................................................................89

PerformanceEvaluation...............................................................................................................90

Improvements..............................................................................................................................90

3.2.8 BenefitsandChallengesinImplementationofTPM...............................................................91

3.3 DataAnalysis.................................................................................................................93

3.3.1 MethodstoMeasureAnalysisofPillars-ManWinWin............................................................93

3.3.2 DataAnalysisusingOEEKPI....................................................................................................94

3.3.3 OEECalculations......................................................................................................................95

3.3.4 SummaryofObservation........................................................................................................99

4 CONCLUSIONANDPROPOSALOFFUTUREWORK.................................................103

4.1 CONCLUSION...............................................................................................................103

4.2 PROPOSALSOFFUTUREWORKS.................................................................................103

4.3 MYEXPERIENCEINSONAFI.........................................................................................104

4.4 SUPERVISOREVALUATION..........................................................................................105

5 REFERENCEANDOTHERSOURCESOFINFORMATION...........................................109

5.1 REFERENCEANDOTHERSOURCESOFINFORMATION................................................109

INDEX XXIV


6 ANNEXES..................................................................................................................115

6.1 Annex1........................................................................................................................115

INTRODUCTION

1.1 BACKGROUND

1.2 OBJECTIVES

1.3 RESEARCHMETHODOLOGY

1.4 THESISSTRUCTURE

1.5 DECLARATION

INTRODUCTION 1


INTRODUCTION

Thischapterpresentstheintroductioninordertounderstandtheproblem.Itcoversthebackgroundandissuesrelatedtotheresearchproject. Italsopresentstheobjectivesand purpose. Finally, the researchmethodology and the structure of the thesis arepresented.

1.1 BACKGROUND

Duetothemarkethighdemand,theindustryhasbeenpressedtodevelopandadoptnew production technologies and techniques, as well as management procedures,without chances for failures or waste. Faced with these scenarios, companiesmustcontinuously enhance their activities in order to survive in this competitiveenvironment.Thisdemandinvariablyaffectsthemaintenancesectorwhich,togetherwithproduction,mustcarryouttheiractivitiesinsuchawaythatthesedonotinterferewiththecourseoftheproductiveprocess.Tothisend,arevolutionaryconceptofTotalProductiveMaintenance(TPM)hasbeenadoptedbymanyindustriesacrosstheworld.Zero oriented concepts like zero inventories, zero lead time, zero defects, and zerotoleranceforwaste,breakdownandzeroaccidentsarebecomingthepre-requisitefortheproductionplantwhichcanbeachievedbyimplementingTPM[2].

TPM was first developed in Japan, it is team-based preventive and productivemaintenanceandinvolveseverylevel,fromtopexecutivetotheflooroperator.TPMhasbeenproventobesuccessfulinhelpingtoincreaseproductivityandOverallEquipmentEffectiveness(OEE).Theunderlyingconceptis,iftheplantmachineryisnotmaintainedtherewillseeasharpdeclineinmachinebreakdowns,safetyandqualityproblems[1].

The work described in this thesis was developed at a company in the sector ofcomponents for the automotive industry, which is located in Porto, Portugal. TPMmethodologywasimplementedandassociatedwithotherLeanphilosophytools(6SandVisualManagement)withthepurposeofimprovingactionsinthemaintenancesectorof a production line, which would then reduce the stoppage rates resulting frommachinebreakdowns.

INTRODUCTION 2


1.2 OBJECTIVES

Theaimof this thesis is to implementTPMmethodology in thecompanySONAFI toimprovebothproductivityandqualityalongwiththeincreasedemployeemoraleandjobsatisfaction.Soinordertoaccomplishtheabove-statedaim,belowarethemainsetobjectives:

1. TounderstandtheTPMandLeantools.2. Investigating the existing operational activities in order to understand their

manufacturingissues.3. IdentifyingthekeypointsforimplementingTPMinSonafiplantandestablishing

theTPMworkingsystemandtarget.4. IdentifyingfactorsthatdeterminetheassessmentofTPM.5. Torecommendsappropriateleantechniquesandprocessesinordertosimplify

andstandardizetheworkprocesses.6. Identifying the TPM techniques that provide improvement opportunities

throughoutenterpriseoperations.7. SelectingTPMmethodsrequiresstrongandactivesupportfrommanagement

withclearorganizationalgoals.8. TPMtoolsanalyzetheorganizationtocreateacorporateenvironmentableto

respond positively to the changing technological advances, equipmentsophisticationandmanagementinnovation.

9. Leantechniquesaidtomaximizecustomervaluewhileminimizingwaste.10. Leantoolsguideushowacompanyshouldconductfunctions, ittakesa long-

termperspectiveandperseverance.

1.3 RESEARCHMETHODOLOGY

The work began with an informative research as the thesis involved a deepunderstandingoftheTPMandLEANtools.Followedbythecollectionofkeyinformation,eitherthroughdirectobservationoftheprocesses,throughcompanyrecordsorthroughthe interviewsconductedwithmaintenancepersonnel,machineoperatorsandotheremployeesintheproductiondepartment.

TheTPMimplementationstagewasfollowed.Inthisstage,severalactivitiesarecarriedwhicharecalledpillars inthedevelopmentofTPMactivity.Aqualitativeapproach isusedtoassessthemaintenancesystemsandtocalculateOEE.

1.4 THESISSTRUCTURE

Thisdocument isdivided intosix sections.Section1consistsof the introductionandSection 2 presents a review of literature pertaining to the subject of maintenance

INTRODUCTION 3


optimization tools. Section 3 deals with the analysis of the company with themethodologydevelopedtocarryouttheworkandalsodescribesthecourseofallthepracticalworkinvolvedandundertakenatthecompanybeingstudied.Thissectionalsopresentsimprovementproposalsforidentifiedproblems,aswellastheresultsobtainedfromtheirimplementation.Section4dealswiththeconclusionsreachedthroughthisresearchworkandSection5dealswithreferenceandanothersourceofinformation.Finally,Section6dealswithannexes.Figure1representsthethesiscontentflowchartoftheimplementationofTPMand6SinSonafi.

1.5 DECLARATION

We all know that Total Productive Maintenance (TPM) has standard 8 Pillars hasdesignedbyNakajima’s 1988 like Focused Improvement, AutonomousMaintenance,Preventive Maintenance, Training and Education, Initial Flow Control, QualityMaintenance,TPMinAdministrationandSafety&HealthandEnvironmentbutthisTPMisdesignedaspertheSonafiMEdemandandexpectation.SinceSonafihasaseparatedepartment forQuality, Safety andHumanResources they look after the respectivefields. Quality Department took care of Quality aspects of Maintenance. SafetyDepartmentlooksafterSafety,HealthandEnvironmentaspectsofMaintenace.HumanResourceDepartmenttookcareofEducationandTraining.InSonafiwedesignedthisTPMwhichhas7PillarslikeMaintenancePreventive(Predictive&Systematic),CurativeMaintenance, Continous Improvements, Qualification of Human Resources, SupportSystem,AutonomousMaintenanceandSupplierMaintenance.UltimatemotiveofthisTPMdesigntoincreasetheOEE(OverallEquipmentEffectiveness)&increasethetimeofMTBF(MeanTimeBetweenFailure)anddecreasethetimeofMTTR(MeantimetoRepair).

INTRODUCTION 4


Figure1ThesisStructure.

ThesisContentFlowchart

Introduction

Background

Objectives

ResearchMethodology

ThesisStructure

Declaration

LiteratureView

HistoryofTPM

TPMDefinition

TPMBasicConceptsandStructures

Lean6S

IATF16949:2016

ThesisDevelopment

AnalysisofSONAFI

AboutCompany

MajorManufacturing

issues

TPMTargets

ImplementationofTPMandLean6S

DesignofSonafiTPM

Pillars&Fflowchart

IntroducingTPMCulturestoSonafi

MethodstoMeasureand

AnalysisofPillars

Implementationof6Salong

withTPM

IATF16949:2016

BenefitsandChallengesinImplementing

ofTPM

DataAnalysis

Methodstomeasureanalysis

ofPillars-ManWinWinSoftware

DataAnalysisusingOEEKPI

OEEcalculation

SummaryofObservation

ConclusionandProposalofFuture

Work

Conclusion

FutureWork

MyExperiencein

Sonafi

SupervisorEvaluationabout

Intern

ReferencesandothersourcesofInformation

Reference

Annexure

CPMTracking

5

<TÍTULODATESE> <NOMEDOAUTOR>

BIBLIOGRAPHICWORK

2.1 BRIEFHISTORYOFTPM

2.2 TPMDEFINITIONS

2.3 TPMBASICCONCEPTSANDSTRUCTURES

2.4 LEAN6S

2.5 IATF16949:2016

BIBLIOGRAPHICWORK 7


2 BIBLIOGRAPHICWORK

2.1 BRIEFHISTORYOFTPM

TheearliestrootsofTPMtracebacktotheconceptofProductiveMaintenance(PM)

that originated in the United States in the late 1940’s and early 1950’s. American

Productive Maintenance was characterized by the development of scheduled

Preventive Maintenance techniques to improve the reliability and longevity of

manufacturingproductionequipment[5].TPMisaninnovativeJapaneseconcept.The

originofTPMcanbetracedbackto1951whenpreventivemaintenancewasintroduced

inJapan.However,theconceptofpreventivemaintenancewastakenfromtheUSA.

NipponDensowasthefirstcompanytointroduceplantwidepreventivemaintenance

in 1960. Preventivemaintenance is the conceptwherein, operators produced goods

usingmachinesand themaintenancegroupwasdedicatedwithworkofmaintaining

thosemachines,howeverwiththeautomationofNipponDenso,maintenancebecame

a problem, as more maintenance personnel were required. So, the management

decidedthattheoperatorswouldcarryouttheroutinemaintenanceofequipment.(This

isAutonomousmaintenance,oneofthefeaturesofTPM).Maintenancegrouptookup

only essential maintenance works. Thus Nippon Denso, which already followed

preventive maintenance, also added Autonomous maintenance done by production

operators.Themaintenancecrewwent in theequipmentmodification for improving

reliability.Themodificationsweremadeorincorporatedinnewequipment.Thisleadto

maintenance prevention. Thus, preventive maintenance along with Maintenance

preventionandMaintainabilityImprovementgavebirthtoProductivemaintenance.The

aimofproductivemaintenancewastomaximizeplantandequipmenteffectiveness.

BythenNipponDensohadmadequalitycircles,involvingtheemployee’sparticipation.

Thus,allemployeestookpartinimplementingproductivemaintenance.Basedonthese

developmentsNipponDensowasawardedthedistinguishedplantprizefordeveloping

andimplementingTPM,bytheJapaneseInstituteofPlantEngineers(JIPE).Thus,Nippon

DensooftheToyotagroupbecamethefirstcompanytoobtaintheTPMcertification

[4].

The overview of the early milestones as TPM developed in Japan with emerging

concepts, supporting theories, significant historical events in the different eras are

representedinTable1.

BIBLIOGRAPHICWORK 8


Table1TPMdevelopedinJapan[5]

Era 1950’s 1960’s 1970’s

Emerging

Concepts

Preventive

Maintenance-

Establishingscheduled

maintenancefunctions

Productive

Maintenance(PM)–

Recognizingtheimportance

ofequipmentreliability,

maintenanceand

ergonomicefficiencyin

plantdesign

TotalProductive

Maintenance(TPM)–

AchievingPMefficiency

througha

comprehensivesystem

basedonrespectfor

individualsandtotal

employeeparticipation

Supporting

Theories

• Preventive

Maintenance

(PM)1951

• Productive

Maintenance

(PM)1954

• Maintainability

Improvement

(MI)1957

• Maintenance

Prevention(MP)

1960

• Reliability

Engineering1962

• Maintainability

Engineering1962

• Engineering

Economics

BehavioralScience

Managementby

InnovationandCreation

(MIC)Performance

AnalysisandControl

(PAC)Systems

EngineeringEcology

Terotechnology

MaintenanceLogistics

Significant

Historical

Events

1951–ToaNenryo

Kogyo1stJapanese

companytoadoptPM

1953–20Japanese

companiesformaPM

theresearchgroup

whichlaterbecameJIPM

1958–AmericanGeorge

SmithvisitsJapanto

promotePM

envoy

1960–Japanhoststhefirst

internationalmaintenance

convention

1962–JapanProductivity

Associationsendsanenvoy

totheUStostudy

equipmentengineering

1963–Japanattendsthe

InternationalConvention

onEquipmentMaintenance

inLondon

1964–thefirstPMprizeis

awardedtoNippondensoin

Japan1969–Japan

InstituteofPlantEngineers

(JIPE)established,laterto

becomeJapanInstituteof

PlantMaintenance(JIPM)

1970–theannual

International

Conventionon

EquipmentMaintenance

heldinJapan

1973-theUnitedNations

IndustrialDevelopment

Organizationsponsorsa

MaintenanceRepair

SymposiuminJapan

BIBLIOGRAPHICWORK 9


2.1.1 SimilaritiesanddifferencebetweenTQMAndTPM

The TPM program closely resembles the popular Total Quality Management (TQM)

program(Table2).Manyofthetoolssuchasemployeeempowerment,benchmarking,

documentation (andothers)used inTQMareused to implementandoptimizeTPM.

Followingarethesimilaritiesbetweenthetwo[4]:

1. Totalcommitmenttotheprogrambyupper-levelmanagementisrequiredinboth

programmes;

2. Employeesmustbeempoweredtoinitiatecorrectiveaction;

3. A long-range outlook must be accepted as TPM may take a year or more to

implementandisanon-goingprocess.Changesinemployeemindsettowardtheir

jobresponsibilitiesmusttakeplaceaswell.

Table2SimilaritiesandDifferenceBetweenTQMandTPM[4]

Category TQM TPM

Object Quality(Outputandeffects) Equipment(Inputandcause)

Mainsofattaining

thegoal

Systematizethemanagement.

Itissoftwareoriented

Employeesparticipationand

itishardwareoriented

Target QualityforPPMEliminationoflossesand

wastes

2.1.2 MotivesanduniquenessofTPM

Table3showsthemotivesanduniquenessofTPM.

Table3MotivesandUniquenessofTPM[4]

MotivesofTPM

1.Adoptionoflifecycleapproachforimprovingtheoverall

performanceofproductionequipment.

2.Improvingproductivitybyhighlymotivatedworkers,whichis

achievedbyjobenlargement.

3.Theuseofvoluntarysmallgroupactivitiesforidentifyingthe

causeoffailure,possibleplantandequipmentmodifications.

UniquenessofTPM

ThemajordifferencebetweenTPMandotherconcepts isthatthe

operatorsarealsomadetoinvolveinthemaintenanceprocess.The

concept of "I (Production operators) Operate, you (Maintenance

department)fix"isnotfollowed.

BIBLIOGRAPHICWORK 10


2.2 TPMDEFINITIONS

TPMliteratureindicatesthattwomainapproachestodefiningTPMexist,theWestern

ApproachandtheJapaneseApproach[6]withsignificantcommonalitywithinthetwo.

Bamber [6], in particular, describes the Japanese school of thought represented by

Nakajima[7][8]andShirose[9].TheWesternApproachisrepresentedbyWillmott[10],

Wireman[11]andHartmann[10].TheJapaneseInstituteofPlantMaintenance(JIPM)

promotestheJapaneseapproach. SeiichiNakajima isavicechairmanof JIPMand is

consideredtobethefatherofTPM[5].

Thefollowingdefinitionwillbeusedtodescribetotalproductivemanufacturing[5]:

“Total Productive Manufacturing is a structured equipment-centric continuousimprovementprocessthatstrivestooptimizeproductioneffectivenessbyidentifyingandeliminating equipment and production efficiency losses throughout the productionsystem life cycle through theactive team-basedparticipationofemployeesacrossalllevelsoftheoperationalhierarchy.”

Nakajima’sdefinitionofTPMischaracterizedby5keyelementstheyarerepresentedin

Figure2[5].

Figure2Nakajima’sDefinitionofTPM[5]

Shirose’sDefinitionofTPMischaracterizedby5keyelementstheyarerepresentedin

Figure3[9].

NakajimaonTPM

Maximizeequipmenteffectiveness

EstablishasystemofPMforequipment

entirelifespan

Cross-Functional

Involveseverysingle

employee

PromotionofPMthroughmotivation

&Smallgroupactivity(SGA)



Figure3ShiroseDefinitionofTPM[5]

2.3 TPMBASICCONCEPTSANDSTRUCTURES

Total Productive Manufacturing is a structured equipment-centric continuous

improvementprocess thatstrives tooptimizeproductioneffectivenessby identifying

andeliminatingequipmentandproductionefficiencylossesthroughouttheproduction

systemlifecyclethroughtheactiveteam-basedparticipationofemployeesacrossall

levelsoftheoperationalhierarchy[5].

2.3.1 TheTPMstructuredcontinuousimprovementprocess

One of the most significant elements of TPM the structured TPM implementation

process is that it is a consistent and repeatable methodology for continuous

improvement.“Forworld-classcompetitors,minimalperformancerequirementsincluderepetitiveandpredictableyear-over-yearactualper-unitcostreductions,ever-reducingvariation, improved product quality, and extraordinary customer service. Winningrequires an institutionalized management proof process that is sustainable despitechangesinleadership,strategy,andbusinessconditions-acorporateculturededicatedtomanufacturingexcellence.”[12].

TheprincipleactivitiesofTPMareorganizedaspillars.Dependingontheauthor,the

namingandnumberofthepillarsmaydifferslightly,however,thegenerallyaccepted

modelisbasedonNakajima’seightpillarsaspresentedinFigure4[5].

ShiroseonTPM

Maximizeequipmenteffectiveness

EstablishasystemofPMfortheentirelifeoftheequipment

Participationbyallsectors

oforganization

Involvesfromtop

Managementtothefrontline

staff

BasedonSmallgroupactivity(SGA)



Figure4EightPillarsofTPM(NakajimaModel)[5]

Pillar1-Kobetsu-Kaizen-FocusedImprovement

"Kai"meanschangeand"Zen"meansgood(forthebetter).Basically,kaizenisforsmall

improvements, but carried out on a continual basis and involve all people in the

organization.Kaizen isopposite tobigspectacular innovations.Kaizenrequiresnoor

little investment. The principle behind is that "a very large number of small

improvements are more effective in an organizational environment than a few

improvementsoflargevalue.Thispillarisaimedatreducinglossesintheworkplacethat

affectourefficiencies.Byusingadetailedandthoroughprocedureweeliminatelosses

inasystematicmethodusingvariousKaizentools.Theseactivitiesarenot limitedto

productionareasandcanbeimplementedinadministrativeareasaswell[4].

KaizenPolicyforfocusedimprovementsareshownbelow[4]:

1. Practiceconceptsofzerolossesineverysphereofactivity;

2. Relentlesspursuittoachievecostreductiontargetsinallresources;

3. Relentlesspursuittoimproveoverallplantequipmenteffectiveness;

4. ExtensiveuseofPManalysisasatoolforeliminatinglosses;

5. Thefocusontheeasyhandlingofoperators.

Achieve and sustain zero loses with respect to minor stops, measurement and

adjustments, defects and unavoidable downtimes. It also aims to achieve 30%

manufacturingcostreduction.

ThetoolsusedinKaizenarelistedbelow[4]:

1. Why-Whyanalysis;

2. Poka-yoke(Poka-yokeisJapaneseterm,whichinEnglishmeansmistakeproofing

orerrorprevention);

3. Summaryoflosses;

4. Kaizenregister:

5. Kaizensummarysheet.



The objective of TPM is themaximization of equipment effectiveness. TPM aims at

maximizationofmachineutilizationandnotmerelymachineavailabilitymaximization.

AsoneofthepillarsofTPMactivities,Kaizenpursuesefficientequipment,operatorand

materialandenergyutilizationthat isextremesofproductivityandaimsatachieving

substantialeffects.Kaizenactivitiestrytothoroughlyeliminate16majorlosses.

Theclassificationoflosseswithdifferentaspectsandloss,representedinTable4.

Table4Classificationoflosses[4]

Aspect SporadicLoss ChronicLoss

Causation

Causesforthisfailure

canbeeasilytraced.The

cause-effectrelationship

issimpletotrace

Thislosscannotbeeasily

identifiedandsolved.Evenif

variouscountermeasuresare

applied

RemedyEasytoestablisha

remedialmeasure

Thisiscausedbyhiddendefects

inmachine,equipmentand

methods

Impact/LossAsinglelosscanbe

costly

Asinglecauseisrare-a

combinationofcausestrendsto

bearule

FrequencyofOccurrences

Thefrequencyof

occurrenceislowand

occasional

Thefrequencyoflossismore.

Typeofanalysisrequired

Why-Whyanalysis.Here

thequestion'Why'is

queriedagainstthe

problemfivetimes,

withinwhichthesolution

isreached

Theintricateandcomplex

methodrequiredThisincludes

causeandeffectanalysisand

correlationanalysis

Correctiveaction

Usually,theline

personnelinthe

productioncanattendto

thisproblem.

Specialistsinprocessengineering

qualityassuranceand

maintenancepeoplearerequired.

Pillar2-JishuHozen-AutonomousMaintenance

This pillar is geared towards developing operators to be able to take care of small

maintenancetasks, thusfreeinguptheskilledmaintenancepeopletospendtimeon

more value-added activity and technical repairs. By use of this pillar, the aim is to

maintainthemachineinnewcondition.Theactivitiesinvolvedareverysimplenature.



Thisincludescleaning,lubricating,visualinspection,tighteningofloosenedboltsetc[4].

JishuHozen(JH)policyforautonomousmaintenanceareshownbelow[4]:

1. Uninterruptedoperationofequipment.

2. Flexibleoperatorstooperateandmaintainotherequipment’s.

3. Eliminatingthedefectsatsourcethroughactiveemployeeparticipation.

Thevariousstepsinautonomousmaintenancearelistedbelow[4]:

1. Preparationofemployees;

2. Initialcleanupofmachines;

3. Takecountermeasures;

4. FixtentativeJHstandards;

5. Generalinspection;

6. Autonomousinspection;

7. Standardization.

Eachoftheabovestepsisdiscussedindetailbelow:

1. Preparationofemployees:educatetheemployeesaboutTPM,Itsadvantages,

JHadvantagesandStepsinJH.Educatetheemployeesabouttheequipmentthey

use,thefrequencyofoiling,day-to-daymaintenanceactivitiesrequiredandthe

abnormalities that could occur in the machine and way to find out the

abnormalities.

2. Initialcleanupofmachines:

• Arrangeallitemsneededforcleaning;

• Onthearrangeddate,employeescleantheequipmentwiththehelpofthe

maintenancedepartment;

• Dust,stains,oilsandgreasehastoberemoved.Whencleaningoilleakage,

loosewires,unfastenednutsandwornoutpartsmustbetakencare;

• Aftercleaningup,problemsarecategorizedandsuitablytagged.Whitetags

areplacedwhereoperatorscansolveproblems.Thepinktagisplacedwhere

theaidofmaintenancedepartmentisneeded;

• Makenoteofarea,whichisinaccessible;

• Openpartsofthemachineareclosed,andthemachineisrun.3. Takecountermeasures:

• Inaccessibleregionshadtobereachedeasily.E.g.,iftherearemanyscrews

toopenaflywheeldoor,hingedoorcanbeused.Insteadofopeningadoor

forinspectingthemachine,acrylicsheetscanbeused;

• To prevent work out of machine parts necessary action must be taken.

Machinepartsshouldbemodifiedtopreventaccumulationofdirtanddust.

4. FixtentativeJHstandards:

• JHschedulehastobemadeandfollowedstrictly;

• Thescheduleshouldbemaderegardingcleaning,inspectionandlubrication

anditalsoshouldincludedetailslikewhenwhatandhow.



5. Generalinspection:

• The employees are trained in disciplines like pneumatics, electrical,

hydraulics,lubricantandcoolant,drives,bolts,nutsandsafety:

• This is necessary to improve the technical skills of employees and to use

inspectionmanualscorrectly;

• Afteracquiringthisnewknowledge, theemployeesshouldsharethiswith

others;

• Byacquiringthisnewtechnicalknowledge,theoperatorsarenowwellaware

ofmachineparts.

6. AutonomousInspection:

• Newmethodsofcleaningandlubricatingareused:

• Eachemployeeprepareshisownautonomouschart/scheduleinconsultation

withthesupervisor;

• Parts,whichhavenevergivenanyproblem,orpart,whichdon’tneedany

inspection,areremovedfromthelistpermanentlybasedonexperience;

• Includinggoodqualitymachineparts.ThisavoidsdefectsduetopoorJH;

• TheinspectionthatismadeinpreventivemaintenanceisincludedinJH.The

frequencyofcleanupandinspectionisreducedbasedonexperience.

7. Standardization:

• Up to the previous step only the machinery/equipment was the

concentration.However,inthisstep,thesurroundingsofthemachineryare

organized. Necessary items should be organized, such that there is no

searchingandsearchingtimeisreduced;

• Theworkenvironmentismodifiedsuchthatthereisnodifficultyingetting

anyitem;

• Everybodyshouldfollowtheworkinstructionsstrictly;

• Necessarysparesforequipmentareplannedandprocured.

Pillar3-PlannedMaintenance

It is aimed to have trouble free machines and equipment’s producing defect-free

productsfortotalcustomersatisfaction.Thisbreaksmaintenancedowninto4families

orgroupswhichwasdefinedearlier:

1. PreventiveMaintenance2. BreakdownMaintenance3. CorrectiveMaintenance4. MaintenancePrevention

WithPlannedMaintenance,weevolveoureffortsfromareactivetoaproactivemethod

andusetrainedmaintenancestafftohelptraintheoperatorstobettermaintaintheir

equipment[4].



PolicyforPlannedMaintenanceisshownbelow[4]:

• Achieveandsustaintheavailabilityofmachines

• Optimummaintenancecost.

• Reducessparesinventory.

• Improvereliabilityandmaintainabilityofmachines.

TheMajorTargetsforPlannedMaintenanceare[4]:

• Zeroequipmentfailureandbreakdown.

• Improvereliabilityandmaintainabilityby50%.

• Reducemaintenancecostby20%.

• Ensureavailabilityofsparesallthetime.

SixstepsinPlannedMaintenancearementionedbelow[4]:

1. Equipmentevaluationandrecordingpresentstatus.

2. Restoredeteriorationandimproveaweakness.

3. Buildingupinformationmanagementsystem.

4. Preparetime-basedinformationsystem,selectequipment,partsandmembers

andmapoutplan.

5. Prepare predictivemaintenance system by introducing equipment diagnostic

techniquesand

6. Evaluationofplannedmaintenance.

Pillar4-TrainingAndEducation

It isaimedtohavemulti-skilledrevitalizedemployeeswhosemorale ishighandwho

was eager to come to work and perform all required functions effectively and

independently.Educationisgiventooperatorstoupgradetheirskill.Itisnotsufficient

toknowonlyKnow-Howbuttheyshouldalsolearnknow-why.Byexperience,theygain,

Know-Howtoovercomeaproblemwhattobedone.Thistheydowithoutknowingthe

rootcauseoftheproblemandwhytheyaredoingso.Henceitbecomesnecessaryto

trainthemonknowingKnow-why.Theemployeesshouldbetrainedtoachievethefour

phasesofskill.Thegoalistocreateafactoryfullofexperts.Thedifferentphaseofskills

is[4]:

1. Donotknow;

2. Knowthetheorybutcannotdo;

3. Candobutcannotteach;

4. Candoandalsoteach.

ThemainpolicyinEducationandTrainingare[4]:

1. Focusonimprovementofknowledge,skillsandtechniques;

2. Creatingatrainingenvironmentforself-learningbasedonfeltneeds;



3. Trainingcurriculum/tools/assessment.Conductivetoemployeerevitalization;

4. Trainingtoremoveemployeefatigueandmakeworkenjoyable.

ThemajortargetsinEducationandTrainingare[4]:

1. Achieveandsustaindowntimeduetowantingmenatzerooncriticalmachines;

2. Achieveandsustainzerolossesduetolackofknowledge/skills/techniques;

3. Aimfor100%participationinsuggestionscheme.

StepsfollowedinEducationandTrainingarementionedbelow[4]:

1. Settingpoliciesandprioritiesandcheckingthepresentstatusofeducationand

training;

2. Establishatrainingsystemforoperationandmaintenanceskillupgradation;

3. Trainingtheemployeesforupgradingtheoperationandmaintenanceskills;

4. Preparationoftrainingcalendar;

5. Thekick-offofthesystemfortraining;

6. Evaluationofactivitiesandstudyoffutureapproach.

Pillar5-MaintenancePreventionPillar,InitialFlowControl

MaintenancePrevention(MP)referstodesignactivitiescarriedoutduringtheplanning

and construction of new equipment, that impart to the equipment high degrees of

reliability,maintainability,economy,operability,safety,andflexibility,whileconsidering

maintenance informationandnewtechnologies,andtotherebyreducemaintenance

expensesanddeteriorationlosses[9].TheclassicobjectiveofMPistominimizetheLife

CycleCost(LCC)ofequipment.ExpandingtheconceptofTPM,MPappliestothedesign

ofequipmentlayoutandfacilitationaswellasnewprocessesandproducts(designfor

manufacturability).Leachman identifiedtime-to-marketasacritical factor inthe life-

cycle profitability of new products/processes in the semiconductor industry [13].

EffectiveMaintenancePreventionsupportsthereductionoftheverticalstartuplead-

timeby improvingthe initial reliabilityandreducingthevariabilityofequipmentand

processes. In large part,MP improvements are based on learning from the existing

equipmentandprocesseswithinthefocusedimprovement,autonomousmaintenance,

andplannedmaintenanceTPMpillaractivities.

OneofthegoalsofMPdesignistobreakfreeofequipment-centreddesignmentality

byadoptingahuman-machinesystemapproach[13].Inadditiontoequipment/process

reliabilityandperformanceattributes,thesystemsapproachwillalsolookattheman-

machineinterfaceasitrelatestooperabilityandmaintainabilityandsafety[5].

ThemajortargetsofMPare[14]:

• Newequipmentreachesplannedperformancelevelsmuchfasterduetofewer

startupissues.



• Maintenanceissimplerandmorerobustduetopracticalreviewandemployee

involvementpriortoinstallation.

Pillar6-QualityMaintenance

It is aimed towards customer delight through highest quality through defect-free

manufacturing.Thefocusisoneliminatingnon-conformancesinasystematicmanner,

much like Focused Improvement. We gain an understanding of what parts of the

equipmentaffectproductqualityandbegintoeliminatecurrentqualityconcerns,then

move to potential quality concerns. Quality Maintenance (QM) activities are to set

equipment conditions that preclude quality defects, based on the basic concept of

maintainingperfectequipmenttomaintainperfectqualityofproducts.Theconditionis

checkedandmeasuredintimeseriestoverifythatmeasurevaluesarewithinstandard

values to prevent defects. The transition of measured values is watched to predict

possibilitiesofdefectsoccurringandtotakecountermeasuresbeforehand[4].

ThemainpolicyinQMare[4]:

1. Defect-freeconditionsandcontrolofequipment.

2. QMactivitiestosupportqualityassurance.

3. Thefocusonpreventionofdefectsatthesource.

4. Focusonpoka-yoke(foolproofsystem).

5. In-linedetectionandsegregationofdefects.

6. Effectiveimplementationofoperatorqualityassurance.

ThemajortargetsinQMare[4]:

1. Achieveandsustaincustomercomplaintsatzero.

2. Reducein-processdefectsby50%.

3. Reducethecostofqualityby50%.

Quality defects are classified as customer end defects and in-house defects. For

customer-enddata,wehavetogetdataon[4]:

1. Customerendlinerejection.

2. Fieldcomplaints.

3. In-house,dataincludedatarelatedtoproductsanddatarelatedtoprocessing.

QMmajorstepsindatarelatedtoproductsare[4]:

1. Productwisedefects.

2. Theseverityofthedefectanditscontribution-major/minor.

3. Locationofthedefectwithreferencetothelayout.

4. Magnitudeandfrequencyofitsoccurrenceateachstageofmeasurement.

5. Occurrencetrendinbeginningandtheendofeachproduction,process,changes

(Likepatternchange,ladle/furnacelining,etc).



6. Occurrence trend with respect to restoration of breakdown, modifications,

periodicalreplacementofqualitycomponents.

QMmajorstepsindatarelatedtoprocessesare[4]:

1. The operating condition for individual sub-process related to men, method,

materialandmachine.

2. Thestandardsettings/conditionsofthesub-process.

3. Theactualrecordofthesettings/conditionsduringthedefectoccurrence.

Pillar7-OfficeTPM

OfficeTPMshouldbestartedafteractivatingfourotherpillarsofTPM(JH,KK,QM,PM).

OfficeTPMmustbefollowedtoimproveproductivity,efficiencyintheadministrative

functions and identify and eliminate losses. This includes analyzing processes and

procedurestowards increasedofficeautomation.OfficeTPMaddressestwelvemajor

losses.Theyare[4]:

1. Processingloss.

2. Cost loss including in areas such as procurement, accounts, marketing, sales

leadingtohighinventories.

3. Communicationloss.

4. Idleloss.

5. Set-uploss.

6. Accuracyloss.

7. Officeequipmentbreakdown.

8. Communicationchannelbreakdown,telephoneandfaxlines.

9. Timespentonretrievalofinformation.

10. Non-availabilityofcorrectonlinestockstatus.11. Customercomplaintsduetologistics.

12. Expensesonemergencydispatches/purchases.

Aseniorpersonfromoneofthesupportfunctionse.g.headoffinance,purchase,etc.,

shouldbeheadingthesub-committee.Membersrepresentingallsupportfunctionsand

peoplefromProduction&Qualityshouldbeincludedinsubcommittee.TPMco-ordinate

plansandguidesthesubcommittee[4].

ThemainKobetsuKaizentopicsforofficeTPMare[4]:

1. Inventoryreduction.

2. Leadtimereductionofcriticalprocesses.

3. Motion&spacelosses.

4. Retrievaltimereduction.

5. Equalizingtheworkload.



6. Improving office efficiency by eliminating the time loss on retrieval of

information,byachievingzerobreakdownsofofficeequipmentliketelephone

andfaxlines.

ThemajorKobetsuKaizenbenefitsforofficeTPMare[4]:

1. Involvement of all people in support functions for focusing on better plant

performance.

2. Betterutilizedworkarea.

3. Reducerepetitivework.

4. Reducedinventorylevelsinallpartsofthesupplychain.

5. Reducedadministrativecosts.

6. Reducedinventorycarryingacost.

7. Reductioninnumberoffiles;

8. Reductionofoverheadcosts(toincludethecostofnon-production/non-capital

equipment).

9. Theproductivityofpeopleinsupportfunctions;

10. Reductioninthebreakdownofofficeequipment;

11. Reductionofcustomercomplaintsduetologistics;

12. Reductioninexpensesduetoemergencydispatches/purchases;

13. Reducedmanpower;

14. Cleanandpleasantworkenvironment.

Thisisessential,butonlyafterdoneasmuchaspossibleinternally.Withsuppliersitwill

lead to on-time delivery, improved 'in-coming' quality and cost reduction. With

distributors, it will lead to accurate demand generation, improved secondary

distributionand reduction indamagesduring storageandhandling. Inanycase, it is

necessary to teach thembasedonexperienceandpracticeandhighlightgaps in the

systemwhich affect both sides. In case of someof the larger companies, they have

startedtosupportclustersofsuppliers[4].

Pillar8-Safety,HealthandEnvironment

Inthisarea,focusisontocreateasafeworkplaceandasurroundingareathatisnot

damagedbyourprocessorprocedures.Thispillarwillplayanactiveroleineachofthe

otherpillarsonaregularbasis.Acommitteeisconstitutedforthispillarwhichcomprises

arepresentativeofofficersaswellasworkers.ThecommitteeisheadedbySeniorvice

President (Technical). Utmost importance to Safety is given in the plant. Manager

(Safety) is looking after functions related to safety. To create awareness among

employees’variouscompetitionslikesafetyslogans,Quiz,Drama,Posters,etc.related

tosafetycanbeorganizedatregularintervals.



TheTPMSafetyandtheEnvironmentalpillarareequally,ifnotmore,importantthan

thesevenothers.Shirosedescribessafetyasthemaintenanceofthepeaceofmind[9].

No TPM program is meaningful without a strict focus on safety and environmental

concerns. Ensuring equipment reliability, preventing human error, and eliminating

accidentsandpollutionarethekeytenetsofTPM[15].Suzukiprovidesexamplesofhow

TPMimprovessafetyandenvironmentalprotection[5].

Themajortargetsofsafety,healthandenvironmentare[5]:

1. Faultyorunreliableequipment isa sourceofdanger to theoperatorand the

environment. The TPM objective of zero-failure and zero-defects directly

supportszero-accidents.

2. Autonomous maintenance teaches equipment operators how to properly

operateequipmentandmaintainacleanandorganizedworkstation.

3. TPM-trained operators have a better understanding of their equipment and

processesandareabletoquicklydetectandresolveabnormalitiesthatmight

resultinunsafeconditions.

4. Operationofequipmentbyunqualifiedoperatorsiseliminatedthrougheffective

deploymentofTPM.

5. Operatorsacceptresponsibilityforsafetyandenvironmentalprotectionattheir

workstations.

6. Safetyandenvironmentalprotectionstandardsareproliferatedandenforceas

partoftheTPMQualityMaintenancepillar.

ImplementingtheTPMSafetyandEnvironmentalpillarfocusesonidentifyingand

eliminatingsafetyandenvironmentalincidents.AccordingtotheHeinrichPrinciple

[15],forevery500,000safetyincidentsthereare300“nearmisses”,29injuries,and

1 death. Investigating industrial accidents, Heinrich found that 88% of accidents

where causedbyunsafeactsofpeople, 10%where the resultofunsafephysical

conditions,and2%heconsidered“ActsofGod”.

TheMainPhasesofSafety,HealthandEnvironmentare[5]:

1. Normaloperation,stablestate;

2. Signsofabnormality,thesystembecomesmoreandmoredisordered;

3. Unsteadystate,difficulttorestoretonormal;

4. Obviousdangerasaresultoffailureorabnormality.Damageandinjurycanstill

becontainedandminimized;

5. Injuryandseveredamageoccur;

6. Recoveryafterthesituationisundercontrol.

EnvironmentalsafetyisbecominganincreasingpointoffocusonTPMimplementation.

“Manufacturing management in the 21st century will not be effective if the

environmental issues are ignored. Manufacturing management that does not take



environmentalissuesintoconsiderationwillberemovedfromsociety.Oneofthecauses

of environmental issues is that industries, academic institutions, and government

agencieshavebeenspecializedinresearch,development,promotion,anddiffusionof

design technologies toproducemore artificial products. There is very little concern

aboutsettingconditionsforequipmenttothemostfavorableonesafteritisputinto

operationordiagnostictechniquestomaintainthoseconditions.”

IchikawaproposesthatTPMaddressthefollowingkeyenvironmentalobjectiveswithin

theSafetyandEnvironmentalpillar[16]:

1. Construct an Environmental Management System (EMS) that integrates

environmental issues as a system. This objective is consistent with

ISO14001/14004;

2. Implementactivities, throughtheTPMprogram,toreducetheenvironmental

impactofmanufacturingoperations;

3. Createsystemstoreducetheenvironmentalimpactofmanufacturingproduct

andprocessdevelopment;

4. Enhancetheenvironmentalawarenessandeducationofallemployees.

2.3.2 OverallEquipmentEffectiveness

Overall Equipment Effectiveness (OEE) is the TPM metric for measuring equipment

effectivenessorproductivity.“Acompanycannotmakebusinessgainssolelybyusing

cost cuttingmeasures because it cannot cut costs enough to become a world-class

competitor. Instead, it must invest resources in productivity improvement. This

generallyincreasesfactorythroughputandcutscostatthesametime”[16].Variations

forcalculatingOEEareinuse,however,mostareconsistentinidentifyingthreemajor

elementsofOEE[5]:

1. Availability–theeffectivenessoftheoperationtomakeequipmentavailableto

performproductionactivity.

2. Performance–theeffectivenessoftheoperationtoexecuteproductionactivity

duringtheperiodoftimethatequipmentisAvailableandabletoperformthose

activities.

3. Quality – the effectiveness of the operation to produce units that meet

productionquality specifications during the periodof time that equipment is

performingproductionactivity.

OEE is the most effective measure for driving plant improvement. It continuously

focusestheplantontheconceptof0-waste[16].Unlesscarefulmonitoringoccurs,the

reducedcapacitygoesunnoticedorisacceptedasnormal.TheclassicdefinitionofOEE

hasbeenusedthroughoutmanyindustries.ThedefinitionofOEEisillustratedinFigure



Figure5OverallEquipmentEffectivenessCalculationandLosses(NakajimaMethod)[5]

NotethatinthisOEEcalculation,theschedulednon-productiontimeisremovedfrom

thedenominatorfortheAvailabilitycalculation.This,ineffect,removesthesescheduled

non-production losses from the OEE calculation.With its high capital investment in

production equipment necessitating a focus on equipment productivity, the

semiconductor industry has created an alternativeproductivity calculation knownas

Overall Equipment Efficiency SEMI [17]. This calculation differs from the classic OEE

calculationinthat:

1. OEEisbasedontotalpotentialproductionhours;and

2. TheElementsofthecalculationarestatedintermsoftime(ratherthanunits)to

measureefficiencyratherthaneffectiveness.

TheSEMIOEEcalculation,asillustratedinFigure6,isbasedonstandardsemiconductor

industryacceptedequipmentstates[5].



Figure6OverallEquipmentEfficiencyCalculationandLosses(SEMIMethod)[5]

WhenonlythevalueofOEEisrequired,theOEEcalculationcanbesimplifiedto:

OEE=GoodUnitsProduced÷PotentialUnitsProduced[forthetimeperiod]à(1)

wherePotentialUnitsProduced=TotalTime×PotentialUnitsperHour[forthetime

period]andPotentialUnitsperHour=TheNumberofunitsthatwouldbeproduced

withnoequipmenteffectivenesslosspresent.

WhileOEEpresentsahighlevel,acomprehensivemeasureofequipmenteffectiveness

(efficiency)andproductivity,additionalmetricsareusedtofullyanalyzeandunderstand

equipmentperformance,shuchas[18]:

• MeanTimeBetweenFailure(MTBF).

• MeanTimetoRepair(MTTR).

• ProductionDefectRate.

• NumberofMachineFailures(FailureRate).

• EquipmentAvailability.

• NumberofMinorStoppages.

• ProductionMovesorWIPTurns.

• ProductionRate.



• EquipmentSetupTime.

• ProductionCycleTime.

• PMTimeversusRepairTime(ScheduledDTvs.UnscheduledDT).

• EquipmentCpk.

• NumberofEquipmentImprovementsCompleted.

2.3.3 Team-basedImprovementActivity(SmallGroupActivity–SGA)

TPMactivityisexecutedbyteamsknownasSmallGroupActivity(SGA).TPMsucceeds

notbecauseofitssystemorengineeringtechniquesbutbecauseofitsattentiontothe

managementofhumanfactors[19].“Asmallgroupisanycross-functionalworkteam

chargedwithworkingtogethertoimproveplantperformancebysolvingproblemsand

managingspecificplantareas,machines,orprocesses.”[20].TPMSGAinvolvesteams

that are part of the standing organization [15]. Suzuki’s TPM structure creates

overlappingSGA’swiththemembershipofonelevelofSGAbecomingtheleadershipof

thenextlevelSGAasshowninFigure7.

Figure7OverlappingSmallGroupActivityStructure[5]

This structure drives TPM involvement throughout the organization. “Employee

involvementisanecessarypartoftheTPMprocess.Thegoalistotapintotheexpertise

andcreativecapabilitiesoftheentireplantorfacilitythroughtheuseofsmallgroup

activities.”[20].

SuzukiprovidesexamplesofsomecommonTPMSGAteams[15]:



• TheTPMPromotionsOffice–ThePromotionsOfficeisresponsibletomanage

thedeploymentoftheTPMprogramandplaysacentralrole inensuringthat

SGA’sevolveactively.ItisresponsibleforkeepingtheTPMprogramontrack.

• SeniorManagementSmallGroups–Consistofdepartmentorsectionmanagers

ledbyseniormanagement.TheyareresponsibleforestablishingthebasicTPM

policy and objectives in line with the corporate and site business goals. The

Senior Management SGA sponsors the TPM Promotions Office. In the early

stagesofTPMimplementation,theSeniorManagementSGAperformsthefirst

Manager’sModel.

• MiddleManagement/SupervisorSmallGroups–Sectionmanagerorsupervisor

SGA’s responsible for executing the TPM planwithin their departments. The

MiddleManagementSGA’s sponsor theshop floorAutonomousMaintenance

teams.

• Front-lineSmallGroups–Cross-functional shop floor teams thatexecute the

TPMplanwithintheirworkareas.

2.3.4 ParticipationAcrossAllLevelsoftheOperationalHierarchy

“TheGoal of TPM is tomaximize theoverall effectivenessof theproduction system

throughtotalparticipationandrespectfortheindividual.”[15].Asnotedintheprevious

discussion on SGA’s, the top-to-bottom integration of TPM activity is accomplished

throughinterlinkingsmallgroups.TPMactivitiesarenotvoluntarybutpartofpeople’s

dailywork[15].Thatincludesalllevelsoftheorganizationfromtopmanagementtothe

shopfloorworkers[5].

2.3.4.1 Top-LevelManagementTPMResponsibilities

“ThemajorissuetosuccessfulTPMimplementationismanagerparticipation,notjust

supportorcommitment,butbeingfullyinvolvedindeterminingstrategylearningthe

processbydoing,coachingothers,andassessingprogress.”[21].Thetop-levelmanagers

setthehighlevelTPMpoliciesandobjectives,createtheTPMPromotionOffice,and

sponsortheTPMSteeringCommittee.TheymustalsoassigntheresourcestomakeTPM

successful.Thatsuccessrelies,inpart,onassigningtopperformerstoroleswithinthe

TPMPromotionsOffice.“EveryonehasalotontheirplateandseeTPMassomething

extra,socommittingpeopletotheprogramistough…alongtheselinesistheneedfora

TPMCoordinator.Thisisamustanditshouldbeoneofyourbestpeople.Thisisvery

hardtocommittoinmostfactories”[21].

TopmanagementplaysacrucialroleinTPMimplementationofleadingtheparadigm

shift. “The type of change called for in TPM is especially difficult because in many

respectsitpervadesthefundamentalnatureofthecompany’sworkculture.Itreaches

throughandaffectstheentireorganization.”VolkerandFarrowrecognizethatduring

TPM introduction at Texas Instruments top managers must first change their own



culturebeforeleadingthechangethroughouttheorganization.“Therealkeyischanging

thecultureofthemanagers.ThetopmanagerisgoingtowantTPMtohappenbecause

itmakessenseforthebusiness.Butthemanagercannotjust‘wantittohappen’and

continueinhisorherjobasbefore.Heorshemustalsochange.Themanagerhasto

change his/her actions so that TPM becomes something that is expected, not just

somethingthathastobeworkedonwhenthereissparetime.TotheextentthatTPM

isseenasanadditionaltask,itwillfail.Itmustbeseenasthewaybusinessisdone.”

[22].

2.3.4.2 MiddleManagementTPMResponsibilities

MiddlemanagersareresponsibleforestablishingthedepartmentalTPMpoliciesbased

onthetopmanagementobjectives.“Thissmallgrouphastheroleofdeterminingthe

departmentalorsectionalprinciplesinaccordancewithbasicTPMprinciplesandmajor

targets of the company, of breaking downmajor targets and having frontline small

groupssetspecifictargets”[9].ToeffectivelyguidetheshopfloorTPMsmallgroups,the

middlemanagersmustalsoactivelyparticipateintheTPMactivities[15].Theyarealso

responsibleformanagingtheirresourcestoeffectivelysupporttheTPMactivitiesofthe

shopfloorSGA’s.

2.4 LEAN6S

Lean6Sisthemostpopularmethodtoimprovetheefficiencyandsafetyofanycompany

ororganization.The lean6Smethodcanbe implemented inall typeof industriesor

organization like small scale industries, medium scale industries and large-scale

industriesetc.The6Sisamethodforsorting,cleaning,organizinganddoingnecessary

improvement intheworkplace.Thismethodhelpsto increaseefficiencyandreduces

wastageandoptimizesthequalityofanyworkenvironment.

The 6S method gives good results for required improvement in an organization or

company.Byimplementing6Smethodwecangetgoodimprovementintheproduction

processandsafetyinanycompany.The6Smethodhighlysupportivefortheobjectives

of the organization to achieve continuous improvement and higher performance in

qualityandsafety[23].

6Sismodeledafterthe5Sprocessimprovementsystemdesignedtoreducewasteand

optimizeproductivityintheworkplaceby[24]:

1. Creatingandmaintainingorganizationandorderliness.2. Usingvisualcuestoachievemoreconsistentoperationalresults.3. Reducingdefectsandmakingaccidentslesslikely.4. 6Susesthefivepillarsof5SandanaddedpillarforSafety.



2.4.1 Thestepsofthe6Smethodareasfollows

The6Sisthemethodologyofcreatingandmaintainingwellorganized,neatandclean,

higheffective,highqualityandsaferworkplaceinanyorganization.Themajorstepsof

6SmethodsareshowninTable5.

Table5Methodologyof6S[23]

6SMethodologySteps

Japaneseterms Meaning

1. SORTSeiri

Sorttheallusefulmaterial

andthrowawaythewaste

material from the

workplace.

2. SETINORDERSeiton

Keep the all things in a

properorderandplaceto

quick and easy access to

them.

3. SHINESeiso

Clean the all machine,

equipmentandworkplace.

Maintain the workplace

neatandcleanregularly.

4. STANDARDIZESeiketsu

Uses the standards in the

workplace. Constantly

keep order at the

workplace and make it

habitual.

5. SUSTAINShitsuke

Implement this process

regularly and make it

compulsory for everyone

intheworkplace.

6. SAFETYSafety

Install all needed safety

equipment at the

workplace and make

compulsorythewearingof

safety equipment at the

workplace.



Sorting: Sorting can be classified as throw away all wastematerial, non-conforming

products,uselessanddamagedtoolsfromtheworkplace.Keeptheallequipment,tools,

material andother information that isuseful for theattainmentofwork. It helps to

maintaintheworkplacecleanandeffectiveforsearchingandreceivingstuffcutdown

thetimeofrunningtheoperation[23].

Set inorder:Manage theall items inaproperorderandplaceat theworkplace for

quickeraccessanduse.Placelabelsoneveryitemforidentifyingeasily.

Makesureitemscanberecognizedbytaggingthemproperly.Everyworkingmethod

hasitsowntypeoforder.Identifyandrectifyit[23].

Shine:Routinecleaningmakes theworkplaceneatandclean.Thewayof cleaning is

monitoredduringcleaningmachines,workshopandlightsource.Theoperatorshould

takecareaboutownmaintenanceandcleanness[23].

Standardize:Workoutandimplantedstandardsintheworkshop.Managementshould

give the instruction to theemployeeswhichareeasily understandable soworkplace

cleanandwouldbeinorder.Allworkersoftheworkshopshouldbeparticipatinginthis

activity. It is concluded that standards not only being implemented in the usual

operationalprocess,e.g.maintenance,movement,production,sortingbutalsointhe

organizationalprocesslikecustomerservice,bookkeepingetc[23].

Sustain:Themainobjective istosetupacleanenvironmentandtomaintain itasan

ongoingprocessforever.Thisincreasestheawarenessoftheworkersandincreasesthe

quality.Italsoincreasesthehumanrelationandworkers[23].

Safety:Safetyisthemainstepofthe6Smethod.Safetyisthestateofbeingsafe,the

conditionofbeingprotectedfromharm.Safetyusessomepoliciesandprotectionsto

protect the workers from any accidental injury at the workplace. Much safety

equipment is also used such as a safety helmet, safety jackets, safety shoes, fire

extinguishers etc. in the workplace. Make sure that all safety equipment’s like fire

extinguishers, personal protective equipment, first aid kit etc. are present at the

workplace.Allsafetyequipmentsshouldberegularlymaintained[23].

2.4.2 Relationshipofthe6SPillars

Therelationshipofthe6SpillarsisexplainedinFigure8.



Figure8Relationshipofthe6SPillars[24]

2.4.3 TheAdvantagesofusing6SMethodarementionedbelow[23]:

• Reductioninmaterialhandlingcost.

• NeatandCleanworkplaceisavailable.

• Easytofindtoolanduse.

• Easytoaccessallequipment’sandfilesintheorganization.

• Savesprocesstime.

• Alwaysneatandcleantoolsarepresentattheworkplace.

• Allthingsareinwell-organizedorder.

• Increaseproductivityoftheplant.

• Increasethequalityofproducts.

• Reducethepossibilityofworkersinjury.

• Createasafeworkenvironment.

• Improvecommunicationbetweenemployees.

• Reducemanufacturingcost.

• Increaseworkplacesafety.

• Increasetheefficiencyoftheplant.

• Increaseworkspeedattheworkplace.

• Maximizetheuseoftools.

• Reduceswastageintheplant.

• Minimizesequipmentandtoolsbreakdownsattheworkplace.

• Reducestoolchangingtime.

• Increaseworkersperformanceintheworkplace.

• Increasetheoverallefficiencyoftheworkplace.



• Increaseworkerssafetyintheworkplace.

• Reducesthechancesofanaccidentattheworkplace.

2.5 IATF16949:2016

Theautomotiveindustryisoneofthemostimportantsectorsoftheglobaleconomy.It

haslongbeensettingnewstandardsnotonlyinqualitymanagement(QS9000/VDAor

ISO/TS16949).Itisalsoaninspirationforseekingefficientproductionmethods,suchas

leanproduction,agileproductionandtoolsthatsupportsuchproductionintheglobal

automotivesupplychain.SinceOctober2016,anewqualitymanagementstandardin

theformoftheIATF16949:2016systemhasbeeninplaceintheautomotiveindustry.

The standard amends the existing ISO/TS 16949:2009 based on the revised ISO

9001:2015andcustomer-specificrequirements[25].

2.5.1 PriorISOTechnicalSpecification16949:2009

ThefirsteditionofISO/TS16949waspreparedin1999bytheInternationalAutomotive

TaskForce(IATF)andISOunderthenameQualitymanagementsystemsforautomotive

suppliers–particularrequirementsfortheapplicationofISO9001:9004withaviewto

achieving world-wide integration of country-specific assessment and certification

systems,i.e.theNorthAmericanQS9000,theItalianAVSQ,theFrenchEAQVandthe

German VDA,with the ISO 9001:9004 standard. Its successive editions (2002, 2009)

were essential to keep up with advances in the automotive industry and with

amendmentstothe2000and2008editionsoftheISO9001standard.Theaimofthe

existing ISO/TS 16949 was to put in place a global quality management system

throughout vehicle, component and part lifecycles to provide for continual

improvementemphasizingdefectpreventionandthereductionofvariationandwaste

inthesupplychain(OEM-Tier1,2,3,4,etc.).TheISOtechnicalspecificationemphasizes

design, planning and production, all of which are subject to the most stringent

regulations and require an interdisciplinary approach at every stage. The technical

specification calls for a broad approach to analyzing error types and their effects in

design,productionand logistics failuremodeandeffectsanalysis (D/P/LFMEA). It is

crucial to document and implement total productive maintenance (TPM) and

productioninstrumentationmanagementsystems[25].

2.5.2 Key changes introduced by the new IATF 16949:2016 Standard Relating to

Suppliers

IATF 16949:2016 specifies qualitymanagement system requirements for the design,

developmentandproductionand,whereapplicable,assembly,fittingandservicing,of

automotive products, including productswith embedded software. IATF 16949:2016

sharesthesamesectionheadingsandclausestructureasISO9001and,afterits2015



update,followthesamehigh-levelstructure(SupplementSL)with10clausesdedicated

toensuringalignmentwithstandardsgoverningothermanagementsystems(suchas

ISO14001and the ISO27000 series).Asopposed to ISO/TS16949andother industry

standards,IATF16949:2016doesnotcontaintheISO9001:2015text,whichmaymake

ithardertoreadandunderstanditsrequirements(ISO/TS16949didcitethetextofISO

9001). To a certain extent, the changes adopted in IATF 16949:2016 reflect those

introducedinISO9001:2015.OthersareeithervariationonISO/TS16949:2009orall-

newissues[25].

ThekeychangesprovidedintheIATFstandardcanbesummarizedasfollows[25]:

• Chapter4-ContextoftheOrganization

• Chapter5-Leadership

• Chapter6-Planning

• Chapter7-Support

• Chapter8-Operation

• Chapter9-Performanceevaluation

• Chapter10-Improvement

2.5.3 ThetransitionfromISO/TS16949:2009toIATF16949:2016

In keepingwith the IATF-published strategyof transition from ISO/TS16949:2009 to

IATF 16949:2016, which accounts for the possibility that certain organizations may

already be certified to the old editions of VDA6.1 and ISO 9001:2008, IATF defined

detailedtransitionrulesandtherelatedrequirementsforbothcertificationbodiesand

organizations seeking an IATF 16949:2016 certificate [Figure 9]. For organizations

seekingnewIATFcertification,thetransitionwilltake23monthsfromthepublication

ofthenewstandardtotheexpiryofISO/TScertificatesonSeptember14,2018.Post

October 1, 2017, no audits (initial, surveillance, recertification or transfer) may be

conductedtoISO/TS16949:2009[25].



Figure9TimingoftransitionfromISO/TS:16949toIATF:16949(Tuv-Sud,2016)[25]

OrganizationscertifiedtoISO/TS16949:2009shouldtransitiontothenewIATF16949

throughatransitionauditinlinewiththecurrentauditcycleforISO/TS16949:2009(i.e.

at a regularly scheduled recertification or surveillance audit). Assuming that all

prerequisites are satisfied (proof of an organization’s compliance with IATF 16949

requirements,auditorqualifications,etc.),organizationsmaybegintheir transition in

October2016[25].



Figure10DraftscheduleoftransitionfromISO/TS:16949:2009toIATF:16949:2016compliance[25]

Basedontheirownexperienceofcooperationwiththeautomotiveindustry,theauthors

proposethefollowingdraftplanoftransitionshowninFigure10.Thedraftplancovers

suchmattersaspurchasesofneweditionsofISOstandards,IATF16949andanonline

purchase of the standard of transition to IATF:2016 (IATF 2016). Next one should

familiarizeoneselfwithISO9000andISO9001,IATF16949andthestrategyoftransition

to the IATF standard (IATF2016, ISO2015). This canbeachievedbywayof internal

trainingofferedtoselectedemployees.Thechangeschedulecanbeagreedwiththe

certification body. An essential part of the transition should be to appoint the

organization’sinternalteamtaskedwithanalyzinggapsintheexistingsystemagainst

the new requirements and formulating a transition plan in consultation with the

certificationbody.



An essential part of the transition should be to appoint the organization’s

internal team tasked with analyzing gaps in the existing system against the new

requirements and formulating a transition plan in consultationwith the certification

body.Theteamshouldnotonlyidentifygapsbutalsocoordinatethepreparationand

supplementation of system documentation by accounting for changes. Another

essential step should be to hold internal training for the organization’s functions in

whichsystemdocumentationwaschanged,theaimistodeploythechangesandcarry

out internal audits. If the audit and management review results are positive, the

organizationmayagreethedateandscopeoftransitionauditandsystemcertification

toIATF16949:2016withthecertificationbody.

2.5.4 AboutIATF16949:2016

IATF16949:2016isallabout:

• IATF16949:2016(1stedition)representsaninnovativedocument,givenastrong

orientation to the customer, with the inclusion of a number of consolidated

previouscustomerspecificrequirements.

• ISO/TS16949 (1stedition)wasoriginallycreated in1999by the International

Automotive Task Force (IATF) with the aim of harmonizing the different

assessment and certification systems worldwide in the supply chain for the

automotivesector.Otherrevisionswerecreated(2ndeditionin2002,and3rd

editionin2009)asnecessaryforeitherautomotivesectorenhancementsorISO

9001 revisions. ISO/TS 16949 (along with supporting technical publications

developedbyoriginalequipmentmanufacturers [herein referredtoasOEMs]

and thenational automotive tradeassociations) introduceda common setof

techniques and methods for common product and process development for

automotivemanufacturingworldwide.

• In preparation for migrating from ISO/TS 16949:2009 (3rd edition) to this

AutomotiveQMSStandard,IATF16949,feedbackwassolicitedfromcertification

bodies,auditors,suppliers,andOEMstocreateIATF16949:2016(1stedition),

whichcancelsandreplacesISO/TS16949:2009(3rdedition).

• TheIATFmaintainsstrongcooperationwithISObycontinuingliaisoncommittee

statusensuringcontinuedalignmentwithISO9001[26].

2.5.5 BenefitsofIATF16949:2016

ThebenefitsofIATF16949cannotbeoverstated;companieslargeandsmallhaveused

thisstandardtogreateffect,discoveringandsecuringtremendouscostandefficiency

savings.Thenewstandardwillhelpyoutointroduceanintegratedapproachwithother

managementsystemstandards.Itwillbringqualityandcontinualimprovementintothe

heartoftheorganization.Itwillincreasetheinvolvementoftheleadershipteam.Itwill

helptomitigateriskandimproveopportunitymanagementwithagreaterapplication



of risk-basedthinking.Oneof themajorchanges in IATF16949:2016 is that itbrings

qualitymanagementandcontinualimprovementintotheheartofanorganization.This

means that it can be used to help enhance and monitor the performance of an

organization,basedonahigher-levelstrategicview.Herearejustafewofthesebenefits

[27]:-

• Improveyourimageandcredibility

• Qualifytosupplytheautomotiveindustry

• Improvecustomersatisfaction

• Fullyintegratedprocesses

• Useevidence-baseddecisionmaking

• Createacultureofcontinualimprovement

• Engageyourpeople

• Facilitatecontinualimprovement

• Increasemarketopportunities

2.5.6 IATF 16949:2016 contains detailed supplementation for the automotive

industry,includingsignificantchangesregarding:

IATF 16949:2016 contains detailed supplementation for the automotive industry,

includingsignificantchangesregardingare[25]:

1. Theadoptionofthetop-levelmanagementstructure,whichisbindingunderISO

9001:2015.

2. The understanding and definition of the context of the organization and the

relatedinternalandexternalproblemsrelativetosuchcontext,resultingfrom

riskandopportunityidentification.

3. Topmanagement engagement in corporate responsibility policy, including at

least an anti-bribery policy, an employee code of conduct and an ethics

escalationpolicy.

4. Increasedemphasisonsafety-relatedproductsandprocesses.

5. Morestringentrequirementsconcerningproducttraceabilitytocomplywiththe

latest regulatory changes and requirements for products with embedded

software.

6. Addedrequirementsrelatedtocorporateresponsibility.

7. Takingaccountofthewarrantymanagementprocess.

8. Increasedrequirementsforinternalandexternalauditors.

9. Morespecificrequirementsconcerningsupplier/sub-suppliermanagementand

development.

37


THESISDEVELOPMENT

3.1 Analysisofsonaficurrentmanufacturingpractices

3.2 Iimplementationoftpmandof6s

3.3 Dataanalysis

THESISDEVELOPMENT 39


3 THESISDEVELOPMENT

Thischapterdescribes,briefly,Sonaficompanyandpresentsthefindingsofthepresent

research,whichwas conducted to answer the stated researchproblem. The areaof

discussionwillbefocusedontheareaofresearchobjectives.

3.1 ANALYSISOFSONAFICURRENTMANUFACTURINGPRACTICES

3.1.1 Abriefdescriptionofthecompany

Sonafi is an aluminum alloy die-casting company founded in 1951, aimed at the

automotivesector,strategicallylocatedinthenorthofPortugal[28].

SonafiSA,whoselogoandfotographyareshowninFigure11andFigure12,respectively,

isacompanydedicatedtotheinjectionmoldingofaluminumalloys,mechanizationof

smallandmedium-sizedtechnicalparts,designanddevelopmentoftools(moldsand

cutting),wheretheyarefinishedorvibrated),accordingtothecustomer'sspecification,

andiscurrentlyafirst-linesupplierwithaleadingroleintheautomotiveindustry.

Figure11SonafiLogo[29]

Figure12CompanyPhotography[30]



Since 2007, the company has been part of the BrabantAlocast InternationalGroup,

basedintheNetherlands,withthequalityoftheserviceasaflagandcompliancewith

deliverydeadlines,alwaysemphasizingreliabilityaswellasaconstantattitudetowards

continuousimprovementinordertorespondquicklyandrigorouslytomarketdemands.

Sonafiisacompanywith67yearsofhistoryandiscurrentlyafirstlinesupplierwitha

leading role in the automotive industry. At its facilities, engineering and production

capacitiesaredevelopedtosatisfyallcustomerorders[31].

SonafiisheadquarteredinS.MamededeInfesta,MatosinhoscouncilandPortodistrict,

withinageographicallocationthatisfranklyfavorabletothecommercialtransaction.It

islocatedjust5kmfromFranciscoSáCarneiroAirport,about3kmfromtheCityofPorto

andapproximately8kmfromtheportofLeixõesandisalsosurroundedbyanetwork

ofroadsandmotorwayswhereitispossibleinlessthan3mintobeinsertedinsomeof

themostimportantmotorwaysofPortugal,A1,A3andA4(Figure13).

Figure13CompanyLocationofSonafi[32]

Itcanthenbeseenthatitslocationisundoubtedlyastrategicpointsincetheeasewith

whichitispossibletomoveitsmanufacturingandcommerciallogisticsmakesofitselfa

companywithleadershipcapacityinthemarketoftheinjectedcastingsector[28].

Sonafi was founded in 1951 by Société Générale de Belgique was the first foundry

factorytobeinjectedinPortugal.Afterastartwiththedifficultiesinherentinpioneering

projects,thegreatdynamismofmanagementandthecreationofalineofproductsgave

risetoverysignificantgrowthrates.Duringthisperiod,anduntil1971,byvirtueofthe

industrialpolicyofthemoment,SonafihadtheexclusiveoftheDieCastingsector[28].

In1973,thePortuguesegroupEMINCOacquiresthecompany'scapital,alongwiththe

appearance of the first competition in the smelter sector in Portugal,which in turn

generatesaneconomiccrisis[28]. In1981,Renaultenteredintoforceinthenational

market, SONAFI reformulated its strategy in the market, targeting the automotive

industry as its main priority, thus anticipating the expected increase in European



competitiondue toPortugal's imminentaccession to theEuropeanCommonMarket

[28].In1986,anewcyclewas instituted in thecompany,whichwasacquiredby the

managementthatwasinforceatthetime,thusinitiatingarestructuring,leadingtoa

technologicalinjection,inordertobeabletoembraceotheremergingmarkets,suchas

gasheatingequipment[28].Twoyearslater(1988)thecompanydecidestoabandon

thefinishedproductssector,turningdefinitivelyonlyfortheinjectedsmelting,taking

advantageoftomakeinvestmentsinthissector.Turningagainayeartheactivitythat

wasdedicated to theproductionof hardware is sold, due to thedisparityof quality

levels, as well as structural issues [28]. During the period 1992 to 1994, SONAFI

benefitedfromaspecialrestructuringprogramforthePortuguesecastingsector:PEDIP.

In 2001 the international group EuralCom acquires SONAFI, at which time the

automationandsophisticationincreaseincharacterized,withtheconsequentincrease

ofproduction,allowingtosomeextenttomeetthemostdiverserequirementsofthe

market[28].Finally,inDecember2007theBrabantAlocastInternationalGroupacquires

the capital of SONAFI, thus maintaining the company within a European group of

injected casting. Since 2010, Sonafi is repurchased by the Macedo family. Business

expansionanddiversificationofcustomerportfolioTechnology investment(precision

machiningandcasting)Automation[31].

Thecompanyisorganizedbydepartments,whichinturnaresubdividedintosections.

The Organizational structures start with the Chairman’s, whose main function is to

establish the objectives of organization and control of the executive action of the

generaldirection.TheCEO,inturn,implementstheobjectivesdefinedbytheBoardof

Directors, thusmakingthe linkwiththedifferentdepartments inorderto followthe

agreedstrategy.Thisstrategyisensuredbydepartmentheadswhomonitorandleada

variety of managers and section heads to ensure the value chain defined by

management.Figure14showsthecompanyorganizacionalstructure.

Figure14CompanyOrganizationalStructure[33]



Sonafisphilosophyisbasedonfouressentialprinciplesforitssustainability[28]:

• Organize,becauseinordertoachievetheobjectivesofSonafieachonehastorealizeitsfunctionaspartofagroup.

• Innovate,becauseonlythencanyouleadanever-changingworld.

• Develop,becauseonlythespiritofcontinuousimprovementallowsustoensure

continuity.

• Humanizing,becausemanis,afterall,theengineofthiswholeprocess.Because

heistheultimatebeneficiaryofhisactionsandbecauseweunderstandthatin

SonafiI,eachonecountsasanindividualandahumanbeing.

ORGANIZE,INNOVATE,DEVELOPHUMANIZING.

"Thisisourwayofbeing"[28]

3.1.2 NumbersinSONAFI

SONAFIcurrentlyusestwodifferentalloystomeetthedemandsof themarket,with

differentweights in the production plan. In Table 6, the alloys consumed, and their

standardsareindicated[28].

Table6AlloysConsumedbySonafi[28]

Alloy DINstandard InternalDesignation%Consumption

(Average)

AlSiCu3(Fe)

NFEN1706

DINEN1706

(ENAC46000)

VioletAlloy 97%

AlSi10Mg

NFEN1706

DINEN1706

(ENAC43100)

BlueAlloy 3%

Likeanyindustryleader,SONAFIisequippedwithallthespecialistmachines,namely,

24 injectionmachines,300 to1400 tonsof injection force. Itworks6days/week,24

hoursinthe3-shiftregime.Inrecentyearstherehasbeenastronginvestmentinthe

finishing sector of the company, particularly in the acquisition of more precise and

automatedmachining centers [28]. There aremany other equipaments, namely, 15

specialtransfermachine,3suspensionmachines,1drummachine,4vibrationmachines

RÖSLER,washingmachine, leakdetectionequipment, accessorymountingmachines,

testandcontrolequipmentandotherequipaments.



Inthefoundryarea,theyhavevarioustypesofDie-Castingmachines.Twoofthosetypes

ofmachines,BuhlerandColosio,areshowninFigure15andFigure16respectively.

Figure15BuhlerDie-CastingMachine

Figure16ColosioDie-CastingMachine

Asreferredpreviousely,SONAFIhasseveraltypesofCNCmachines.Figure17andFigure

18showsthetwocompanyprductsused,ChironandHellerrespectively.

Figure17ChironMachiningCenters[29]



Figure18HellerMachiningCenters[34]

SONAFI currentlyworks almostexclusively for theautomotive sector, accounting for

around99.9%ofitsproductionvolume.Figure19showsthepercentualdistributionof

theproductsproduced[28].

Figure19PartsProducedbySonafi

6%

11%

15%

5%

5%

21%

3%

1%

23%

10%

EngineSupports

Airbagcomponents

AutoRadiosComponents

WaterPumpComponents

GasolinePumpComponents

InjectionPumpComponents

OilPumpComponents

ComponentsofLuggage

ComponentsofAirandOilFilters

PedalComponentsandPedalSets



ThevariousproductsproducedbySonafiareshowninFigure20.

Figure20ProductsofSonafi[31]

Having as amain expression the internationalmarket, absorbing a great part of the

production,SONAFIalsoappearsinthenationalmarket,obtainingapanoplyofclients

thatgivebodytoitsorganization,suchasshowninFigure21.

Figure21CustomersofSonafi[31]



3.1.3 CompanyLayout

Beingthecompanydividedintosectorsasdistinctasengineering,financial,production,

human resources, the focuss will be the one that has more interest to the work

developedandthatassumesastheheartofthewholeorganization.Thecompanymodel

layoutofSonafihasshowninFigure22.

The plant is divided into 6 sections: fusion, casting 1, casting 2, machining area 1,

machiningarea2andrenaultmachiningarea:

Figure22CompanyLayoutofSonafi[28]

Themeltingzoneisthezonewherethewholeproductionprocessstarts,therebeing

threedry-gas-firedovens.Eachfurnaceisonlyusedforthemeltingofaparticularalloy

inordernottocontaminatethemeltingbaths.Thefeedoftheseismadethroughingots

andreturnsofthefoundrythatarereusedsuchasgitos,masselotes,defectivepieces

amongothers.Afterthemeltingofthealuminum,itistakentoamachinewhosemission

istodegasthealloy,andtoreducethedegreeofimpuritiespresentthroughtheaddition

ofnitrogenandslagifier.TheSampleofMeltingFurnaceisshowninFigure23[28].



Figure23MeltingFurnace[28]

The foundryarea isdivided into twosections.FoundryareaofSection1 is shown in

Figure24.Eachofthemachinesisequippedwithanelectricmaintenanceoven,aswell

asahydraulicpresswhosefunctionistocutthegypsumofthecastings.Thisprocessis

performedbya"robot"inordertosignificantlyreducethecycletimeofeachpart.In

turn,thefeedingofmachinesinsomesectorsisdonebyautomatedspoons,hydraulic

arms,orgutters,wherealuminumreachesthepistonlinersbygravity.Asasignofthe

relevance given toquality by Sonafi, in eachmachine there is a dimensional control

stationthatiscarriedouttwicepershift,asshowninFigure25[28].

Figure24FoundryAreaofSonafi[28]



Figure25PostofDimensionalControl[28]

In themachining sector, fullyautomatedmachiningcentersareavailable,where the

robottakesaleadingrolewithineachoftheexistingmachiningcenters.Otherdevices

are available to satisfy the customer's desired finish, ranging from shot blenders to

vibrators, culminating in the visual and dimensional inspection of all parts without

exception.InMachiningareaofSonafihasdifferentmachineswithvariousbrandssuch

asHellerandChiron.MachiningareaofSONAFIisshowninFigure26[28].

Figure26MachiningAreaofSonafi[28]



Sometimesinsomeseries,somepartsarerandomlychosenwheremoredetailedtests

arecarriedoutinthesearchforthesmallestdefect,throughx-rayanalysis,aswellas

leakproofcontrol,usingstandardparts[28].

3.1.4 ProductionProcess

The following organization chart (Figure 27) succinctly describes the entire SONAFI

productionprocess,constitutingachainofoperations. It starts fromthe fusionoven

thenpassthroughsensors.Fromsensorsthenpassthroughtemperaturemaintenance

fournacetomachineinjection.Frommachine,injectionisdividedintoshotblastingand

vibration, then sends to machining and washing. From their it sends to dimension

control later send to tightness test. The approved products are then delivered to

customers.

3.1.5 Die-Casting

Injectioncastingisaprocesswherehighprecisionlightalloyparts,complexshapesand

lowsurfaceroughnessortexturedsurfacefinisharecreatedunderhighpressures[28].

The entire process in the die cast is mechanical in which the molten metal at a

temperature above the melting point is poured into a chamber and then

compressed/injected into a metal die. This type of process solution allows the

manufactureofahighseriesofparts,wherethequality,thedimensionalprecision,the

goodfinishesandthemechanicalresistancearedecisivefactors[28].

Inthisprocessitispossibletoobtainpiecesweighingbetween50gand20kg,despitea

dimensional accuracy that can reach a 0.05mm, being possible to obtain minimum

thicknessesof2.5mm,withroughnessvaluesbetween0.4and3.2μm[28].Figure27

showstheexampleofinjectedcastingpart.



Figure27InjectedCastingPart[28]



Figure28ProductionProcessofSonafi[28]



InjectedcastingisaprocessasstatedinFigure28wherethemoltenalloyisforcedunder

highpressuretoenteracastingataveryhighspeed.Theheatcomingfromthealloyis

transmittedbyconductionphenomenaforthemolding,whichinturnisprovidedwith

acoolingsystemwhosefunctionistocoolthemold.So,thatthealloysolidifiesrapidly

[28].

All the Injectionmachines have amaintenance oven (Figure 29), these being in the

particularcaseofSONAFIofelectricaloperation,itsfunctionasthenameindicatesisto

keepthealuminumalloysattemperaturesbetween650ºCand700ºC[28].

Figure29MaintenanceOveninDie-CastingIndustry[28]

Aninjectionisonlycompletewhenthreeinjectionphasesarecarriedout,withatotal

durationofapproximately3seconds,thisvaluebeingdependentonthesizeofthepart

to be injected, the number of cavities available, and the capacity of the injection

machine. The whole process begins when a refractory crucible withdraws from the

meltingfurnaceaproperlydosedportionofthealloybyautomaticallyleakingitintothe

injectioncylinderasshwoninFigure30,inordertothengivethe1ststage.

Figure30PlacingthealloyontheinjectioncylinderinGraphicView[28]



Afterthepouring,theinjectionprocessitselfbegins,byapproachingthepistontothe

mold at a low speed, tomaintain the flowof alloyunder a laminar regime, thereby

preventingthemixingofairwithintheliquidalloy(Figure31).

Figure31ApproachPhase-1stPhaseinGraphicView[28]

Thesecondinjectionphase[Figure32],commenceswhenthe1stendswhenthealloyis

attheinletofthemold,thespeedofthepistonwillaccelerateabruptly, leadingtoa

completefillingofallcavitiesinthemold,thisshouldbeatatemperaturecloseto250°C

(foraluminumalloys).Thisadvancementshouldhavetwoantagonisticcharacteristics:

ifontheonehanditshouldbeanextremelyfastmovementsothatthereisnopossibility

ofprematurecoolingofthealloy,ontheotherhanditshouldbeslowenoughtoallow

timefortheexpulsionofairfromtheinteriorofthethroughtheventilationholes[28].

Figure32FilingPhase-2ndPhaseinGraphicView[28]

Attheendofthesecondstage,whichresultsinthemoldcavitybeingcompletelyfilled

bythealloy,whereitisatatemperatureclosetothesolidificationtemperature,ahigh

pressure isapplied to thepistonwhichwill result in thealloybeingcompacted.This

nominalcompactionforceisadecisivefactorinthechoiceofmachinetobeusedfor

theproductionofaparticularpart,sincetheinjectionmachinesareclassifiedaccording

totheforcethattheyareabletoapplytothepistoninthethirdstageofthecasting

process[28].



Figure33CompactionPhase-3rdPhaseinGraphicView[28]

The analysis of the Injection signals, through their typical curves, are of extreme

importancetoensureagoodqualityofthepart,bothintermsofmechanicalproperties

andintermsoftheiroverallappearance.Thephasetowhichmoreattentionisduewill

bethesecondphase,lastingonly100to300ms,duetoitsbrevity,itispossibletotrigger

ornotanearlycoolingofthealloy,totalorpartial.Inordertomakeitpossibletocontrol

andmonitor the entire casting process, eachmachine is provided with transducers

whichmeasurevariousquantitiesovertimethusdefiningtheinjectionparameters.This

entiremonitoringsystemisindexedtoacomputerwhichafterproperlyconditioningthe

signalallowsustowithdrawimportantindicationsoftheentirebehaviorofaninjection

overtimetherebydefininganinjectioncharacteristic[28].

Themolds used in the die casting industry have an extremely complex appearance,

featuringapluralityofmoldplateassemblies,coolingsystems,controlsystemswhich

togethergiverisetoamolditself.Examplesofdie-castingmoldsareshowninFigure34.

Figure34ExampleofaDieCastingMoldinGraphicView[28]



Themoldsareformedessentiallyoftwoparts,onefixedandonemovable,hydraulically

moved so that it becomes possible to open and close themold at the end of each

injection,inordertoremovethepartsattheendofeachinjection.Thereinarepresent

oneormorecavitiesconnectedtoeachotherbychannelsthroughwhichthealloyflows

during filling thus constituting the "gito",which is then cut and recycled for further

melting[28].

InFigure35,symbolicrepresentationof2cavitiespresentinamoldareshown.Sinceit

is necessary to cool themold at theendof each injection tomaintain it at an ideal

operatingtemperatureaswellastocoolthepart,therearepresentcoolingductswithin

whichcirculatewaterbelongingtothecompany'sclosedcoolingcircuit.

Figure35Symbolicrepresentationof2cavitiespresentinamold[28]

3.1.5.1 TypesofInjectedFoundry

Intheprocessofinjectedcastingwecanfindtwodifferenttypesofoperation,injected

castingwithhotrunnerandinjectedcastingwithcoldchamber,whichissubdividedinto

injectedcastingwithcoldchamberandverticalmovementandthecastinginjectedwith

coldchamberandhorizontalmovement,asshowninFigure36.

Figure36TypesofInjectedFoundry[28]

FoundryInjection

ColdChamber

Vertical

HotChamber

Horizontal



Thehot-meltdiecastingprocessbegantogainexpressioninthe1950s,and“todayisa

processwithverylittleexpressionthesedays”.Itsworkingprocessisdistinguishedfrom

the cold chamber injected casting due to the existence of a furnace which has in

principletogenerateandmaintainthealloyintheliquidstate.Theinjectionchamberis

then immersed inthebathandthe injectioncantakeplaceundertwoprocesses,by

meansofdrivingthroughcompressedair,orbytheactionofaplunger,mechanisms

whosemission is todrivethealloy intothemold inordertofill theentirecavitythe

same.Themechanismisshowninthefollowingfigure[28].

Figure37RepresentationofaDieCastingMachinebyHotChamberinGraphicView[28]

Cold-chamberdiecasting,Figure39,isnowthemostwidelyused,mainlyduetoitslarge

capacitytoproducehighcadenceproductions,whichcanvaryitscyclesbetween150

and 500 cycles per hour. This type ofmachines can arisewith pistons of vertical or

horizontal movement, depending on the existing needs. In contrast to hot-melt die

casting, ithasnobuilt-in furnace inside,because inordertoconservethealloy in its

liquidstate,auxiliaryfurnacesarecalledmaintenancefurnaces,where,throughtheaid

ofarobotequippedwitharefractorycrucible,portionnecessaryforeachinjectionof

alloybydischargingitintothepistonlinerwhichdrivesthealloyintothecavity.

Figure38InjectionMachinewithcoldchamberandhorizontalmovementpistoninGraphicView[28]



3.1.5.2 Advantages,disadvantagesandrequirements

TheAdvantagesofdiecastingcanbedescribedasfollows:

1. Veryfastprocess(numberofpieces/hour);

2. Reducednumberofsecondaryoperations;

3. Goodqualityparts,appearanceanddimensionalaccuracy;

4. Possibilityofusingvariousnon-ferrousalloys;

5. Productionofpartswithtighttolerances;

6. easilyobtainedouterthreads;

7. Possibleincorporationofmetallicinserts;

8. Partswithgoodresistancetocorrosion;

9. Theyareeasilytreatedsuperficially.

TheDisadvantagesofthediecastingare:

1. Highcostofequipment;

2. Highcostoftools;

3. Limitationstothetypeofcastingalloy;

4. Limiting both themaximum dimension and the geometry of the parts to be

obtained.

The injection molding industry should be able to respond promptly to market

requirementsandthereforeallitsproductionshouldmeethighimportancecriteriasuch

as:

1. Lowprice(lowcost);

2. Goodquality;

3. Lowporosityindexes;

4. Canbeproducedwithtighttolerances;

5. Highcadences;

6. Theyhavealonglifespan.

3.1.6 MajormanufacturingIssues

MajormanufacturingissuesreceivedtoMEisRepairandRework.Toavoidthis,TPMhas

tobeimplemented.TheanalysisofalldepartmentsthatcomesunderMEisdonebefore

implementingTPM.

ThemajorproblemsinfoundrymaintenanceareaunderMEare:

1. LackofTraining,MotivationandLeadershipamongworkers.

2. Workerturnoverisamajorconcern.



3. Needtoimproveinequipmentavailableformaintenancepreventive.

4. Needtoimproveininfrastructure,cleaningandorganization.

TheMajorProblemsinMachiningareaunderMEare:

1. TheprincipleproblemsinMachineeringareaiswithcompressedairroom,

leakageandtemperature.

2. OrganizationandSupervisionisneededtobeimproved.

3. Needtoimproveinspaceandcleaning.

4. Constantchangeofworkersisabiggerconcern.

5. Lackofmotivationandtrainingneedtobeimproved.

TheMajorProblemsinSparePartsArea(WarehouseME):

1. Lackofspacetostoreallthespareparts.

2. Storageofwaste&obsolete.

3. Rainandstagnationofwaterisabigconcern.

4. Maintainingofstocksisstillamajorproblem.

5. Needtoimproveinformation,cleaningandinfrastructure.

3.1.7 TPMTargets

TheMajorTPMTargetsare[4]:

1. ObtainMinimum90%OEE(OverallEquipmentEffectiveness)

2. Run the machines even during lunch. (Lunch is for operators and not for

machines!)

3. Operateinamanner,sothattherearenocustomercomplaints.

4. Reducethemanufacturingcostby30%.

5. Achieve100%successindeliveringthegoodsasrequiredbythecustomer.

6. Maintainanaccidentfreeenvironment.

7. Increasethesuggestionsfromtheworkers/employeesby3times.Developmulti-

skilledandflexibleworkers.



3.2 IMPLEMENTATIONOFTPMANDOF6S

Asreferedpreviousely,TPMisamaintenanceprogramthat involvesanewlydefined

concept for plant and equipmentmaintenance. The goal of the TPM program is to

dramaticallyincreaseproductionwhileincreasingemployeemoraleandjobsatisfaction:

• TheTotal impliesa comprehensiveviewofall activities related toequipment

maintenanceandtheimpactthateachonehasuponavailability.

• Productiverelatestotheultimategoaloftheeffort,thatis,efficientproduction

notonlyefficientmaintenanceisoftenassumedbymistake.

• Maintenance means the directional drive of the program to ensure reliable

processesandmaintainproduction[4].

3.2.1 DesignofSonafiTPMPillars&Flowchart

Design of TPM Pillars and Flowchart are done based on the requirements and

expectationoftheSonafiasmentionedinthedeclaration.Theultimatemotiveofthis

designistoincreasetheOEE.TheDesignofSonafiTPMPillarsandFlowchartareshown

inFigure39andFigure40:

Figure39TPMPillarsofSonafi



Figure40TPMFlowchartofSonafi

ThefollowingisadescriptionoftheSONAFITPMpillars:

1. Predictive/SystematicMaintenance:a) Predictivemaintenance is amethod inwhich the lifeof an importantpart is

predictedbasedoninspectionordiagnosis,tousethepartsuptothelimitof

theirusefullife.Incomparisontoperiodicmaintenance,predictivemaintenance

is condition-based maintenance. It manages trend values, measuring and

analyzingdeteriorationdata,andemployingasurveillancesystem,designedto

monitorconditionsthroughanonlinesystem.

b) Systematic maintenance: is a periodic preventive maintenance (cleaning,

inspection,oilandre-tightening),designtomaintainthehealthyconditionofthe

equipmentandpreventfailuresbypreventingdeterioration,periodicinspection

orequipmentconditiondiagnosis,tomeasuredeterioration.

2. CurativeMaintenance:Improvesequipmentandcomponentssothatpreventive

maintenance can be performed reliably. Equipment with design weakness

should be redesigned to improve reliability or I improve serviceability. This

happensattheuserleveloftheequipment.3. Continuousimprovements:Allprocessescanbecontinuallyimprovedinterms

oftime,resourcesandresults.4. Qualificationofhumanresources:Thequalificationofhumanresourcesisthe

personnel of a company or organization, considered as a significant good in

termsofskillsandabilities.5. SupportSystem:• ThesupportsystemappliesTPMactivitiestocontinuouslyimprovetheefficiency

andeffectivenessoflogisticsandadministrativefunctions.

• These logistical and support functions can have a significant impact on the

performanceofproductionoperations.Inlinewiththevisionofa"production



system"that includesnotonlymanufacturingbutalsomanufacturingsupport

functions,TPMmustembracetheentireenterprise,includingadministrativeand

supportdepartments.

• Themajorareainsupportsystemsare:

1. Data&DocumentProcessing

2. Communication

3. Decisionmaking

6. Autonomous Maintenance: Operators of machines that, through routine

actions,assurethenormalconditionofoperationofyourequipment.7. Suppliers Maintenance: Suppliers Maintenance applies to all subcontracted

maintenanceservices(includingequipmentandinfrastructures)andpurchaseof

equipmentmaintenancematerials.

3.2.2 MaintenanceLevels

SonafiMEhasmaintenancelevelsinmanual.ThemanualisupdatedbasedontheTPM

concepts.MaintenanceLevelsaredividedinto3typestheyare:

1. 1stLevelofMaintenance

2. 2ndLevelofMaintenance

3. 3rdLevelofMaintenance

The first Level of Maintenance are divided into 3 parts: Nature of Work; Place of

Intervention;ExecutionStaff.

NatureofWorkare:

• Renewaloffluids(lubricatingandhydraulicoils,nitrogen,etc.);

• Simpleadjustmentsofaccessibleorganswithoutanydisassembly;

• Simplemaintenanceoperationssuchaspressure,statuschecks,fuelandfluid

levelchecksandinspections.

Placeofintervention:

• On-siteequipmentistheplaceofIntervention.

Executionstaff:

• Operatoristheexecutionstaffof1stLevelofMaintenance.

Thesecond levelofmaintenance aredivided into5parts:NatureofWork;Placeof

Intervention;ExecutionStaff;MaintenanceMaterials;DocumentationRequired.

Natureofwork:

• Restorationoftheoperationofthesystemorequipment,theabnormalityof

whichisusuallysignaledbyadefect-trackingdeviceusingtheexchangeof

principalelements.



• General regulations and realignments, delicate periodic operations (eg,

controlofwearofmechanicalorgans.

• Exchange of functional units whose abnormality was identified by fault

findingdevices.

• Restorationoffunctionalunitsbyexchangeofelementaryarticles.

• Minormechanicalrepairs


• In the location of the equipment or on the main elements moved to a

workshopisthePlaceofIntervention.

Executionstaff:

• EquipmentMaintenance Technician, Technician able tomake a diagnosis

abouttheequipmentwiththehelpofappropriatemeansoflocatingdefects

andwithgoodknowledgearetheExecutionstaff.

Maintenancematerials:

• Maintenancematerials defined by themachinemaintenancemanual and

bestpractices.

• Materials and programs of programmable automated and industrial

computerscience.

• Workshopsupporttool.

• Industrialcleaningandwashingequipment

• Testbenches.

• Secondarygauges

Documentationrequired:

• Documents required for 2nd level ofmaintenance areMaintenancePlans

andManualsofManufacturers'Equipment.

The third Level of maintenance are divided into 5 parts: Nature ofWork; Place of

Intervention;ExecutionStaff;MaintenanceMaterials;DocumentationRequired

Natureofwork:

• Repairandtransformationoflogicalunits.

• Greatmechanicalrepairs.

• Specificworkon test andmeasurementequipmentused formaintenance

(repair,adjustmentandcalibration).

• Worksthatrequiremeansandindustrialknow-how.

• Generalrevisionsandrenovationsofequipmentandmainelementsvulgarly

designatedbyrevamping,upgrade,redisign.




• Onthemainelementsmovedtoaspecializedworkshop(Exceptionallywhere

theequipmentisinstalled).

• Intheequipmentbuilderaretheplaceofintervention.

Executionstaff:

• Technicianswhohaveagoodknowledgeof theequipmentonwhich they

havetointerveneaswellasthecorrespondingmaintenancemeans.

• Personnel of the builder of the equipment or maintenance personnel of

equipmentwithspecificknowledgearetheexecutionstaff.

Maintenancematerials:

• Materialsandprogramsofprogrammableautomataandindustrialcomputer

science.

• Workshopsupporttool.

• Industrialcleaningandwashingequipment

• Testbenches.

• Secondarygauges

• Theexistingonesintheconstructor.

Documentationrequired:

• EquipmentManufacturerManuals.

• Manualsofequipmenttestinganddiagnosis.

• Audiovisualmeans.

• Dossierstodefinetheproceduresandmaterialstobeused.

• Specificationsandexecutiondrawings.

3.2.3 MainFunctions

SonafiMEhasmain functions inmanual. Themanual is updated based on the TPM

concepts.Maintenancefunctionsaredividedinto3types:

1. ProductionEquipment;

2. SupportEquipment;

3. ChannelsandFormofCommunication.

TheMainfunctionofProductionEquipmentare:

• Prepare, implement, maintain and update the Preventive Maintenance

ScheduleandtherespectiveMaintenancePlans.

• Keeptheequipmentdossierwiththemanufacturer'smanuals,thecondition

oftheequipmentsinceitsinstallation,recordoftheinterventionsmadeand

improvementsintroduced,safetyconditionstoobserveinitsoperation.



• Keeptrackofallmaintenanceinterventionsofthevarioustypesmadeonthe

equipment.

• Determinationofperformancesbyequipmentusingtheavailablecomputer

means.

• Improved availability of spare parts through improved stockmanagement

andlocalsuppliers.

• Creationofacontinuousimprovementplanfortheequipment.

• Creationofa training / informationplan forhuman resourcesassigned to

maintenance.

• Managementofoutsourcedactivities.

• Creationofmanagementindicatorsonequipment,sparepartsandhuman

resourcesallocatedtomaintenance.

• Implementationoftheseindicators.

• Implementation of existing legislation applicable to equipment and

installations.

TheMainfunctionofSupportEquipmentare:

• Prepare, implement, maintain and update the Preventive Maintenance

ScheduleandtherespectiveMaintenancePlans.

• Keepthedossieroftheequipmentwiththeconditionoftheequipmentsince

itsinstallation,manuals,recordoftheinterventionsmadeandimprovements

introduced.

• Keepalltypesofmaintenanceperformedontheequipment.

• Improved availability of spare parts through improved stockmanagement

andlocalsuppliers.

• Creationofatraining/informationplanforthehumanresourcesassignedto

themaintenanceofsupportequipment.

• Managementofoutsourcedactivities.

• Implementation of existing legislation applicable to equipment and

installations.

TheMainfunctionofChannelsandFormsofCommunicationare:

• Dailymeetings in the DMEOffice, with theME Director, the Casting and

Finishing Maintenance Coordinators, Warehouse Technician, Preventive

Maintenance Technician and invited, if necessary or convenient, at this

meeting, all current data and information are analyzed, giving origin the

minuteswith listofproblems, causes,measures, responsibleanddatesof

theirimplementation.

• Participationinthedaily3RMeetingwiththeRepresentativesofthevarious

operatingdepartmentsof the factory,with theobjectiveof analyzingand

takingactiononrecurringproblems.

• WeeklymeetingswithMEtechnicians,whereallcurrentissuesareanalyzed.



• Whiteboardintheworkshopforgeneralinformationandurgentmessages.

3.2.4 IntroducingTPMCulturestoSONAFI

ImportanceandimplementationofTPMarepresentedstepbysteptoallorganization

startingfromtoplevelofmanagementtojobfloorworkers.SONAFITPMpillars,TPM

culture,teamwork,importanceofOEEandbenefitsofTPMarethemajortopicscovered

inpresentation.PresenationphotographyareshowninFigure41andFigure42.

Figure41PresentingtheimportanceandimplementationofTPMtoworkerspart-1

Figure42PresentingtheimportanceandimplementationofTPMtoworkerspart-2



3.2.5 MethodsandMeasureAnalysisofSONAFI

3.2.5.1 SonafiTPMPillar1:PredictiveandSystematicMaintenance

The method and measure analysis of predictive and systematic maintenance are

classifiedinto5parts:Objective;Scope;Users;Instructions;DataAnalysisTool.

Objective. The purpose of this instruction is to describe how the Predictive andSystematicMaintenanceofequipment’s.

Scope. The main scope of this instruction covers all productive equipment and

infrastructure.

Users.ThemainusersofthisPredictiveandSystematicMaintenanceare:

• Maintenanceofequipment

• FoundryCoordinator

• CoordinatorsMechanization

• WarehouseTechnicianME

• PreventiveMaintenanceTechnician

Instructions. The major instruction to be followed in Predictive and Systematic

Maintenanceare:

• ThePreventiveandPredictiveMaintenanceisdevelopedhavingassourcesthe

informationexisting in theManualsof theManufacturers,TTR (TotalTimeof

Repair)analysis.

• RiskAnalysisTools:FMECA,5Why,IshikawaDiagram.

AttheendofeachyearaPreventiveandPredictiveMaintenanceCalendar(manual)is

developed and approved. After parameterizing in the MannWinWin generates a

Schedule of OTs, for all critical equipment and installations, translated into Plans/

Maintenance Plans. These Plans are the base documents that contain the activities/

taskstobecarriedout.Accordingtotheplanning,thesePlansgiveaPMPWorkOrder,

foritsrealizationtheProductionManagerisinformedoftheareaoftheneedforthe

equipment to be unavailable for the intervention, so that the equipment or an

adjustment in the calendar if it is not possible to do so. These Plans are reviewed

whenevernecessary.

Regular examination of both predictive and systematic maintenance is explained in

below,Figure43,withPlannedPreventiveMaintenance(PPM).



Figure43PlannedPreventiveMaintenance(PPM)

Asampletemplateforpredictiveandsystematicmaintenancewheretheplanisentered

manuallywithdescriptionalongwithtimetrackingareshowninFigure44.

Figure44PredictiveandSystematicSchedule

PPM

PredictiveMaintenance

Regularexaminationofequipmenttodeterminewhatpreventiveactionsshouldbeperformedwithbesttimings:

1. Vibration analysis

2. Thermography

3. Oil Sampling

4. Electric Power Quality Analysis

SystematicMaintenance

RegularexaminationofequipmentfordefectsbymeansofPMchecklists:

1. Replace Elements regularly

2. LubricatioN

3. Cleaning

4. Adjustments

5. Testing



FishboneanalysisforlowOEEofMEarerepresentedintheformoffigure(Figure45).It

wasindentified6cause–Man,Machine,Material,Method–ofthelowOEEproblem.

Figure45FishboneDiagram

Attheend,theinterventionisregisteredintheWorkOrderinManWinWin.Thisrecord

isattendedandaftervalidatedbytherespectiveMECoordinator,andthenfiledinthe

databaseofMannWinWinSonafi.

3.2.5.2 SonafiTPMPillar2:CurativeMaintenance

ThemethodandmeasureanalysisofCurativeMaintenanceareclassifiedinto5parts:

Objective;Scope;Users;Instructions;DataAnalysisTool.

Objective.ThemainobjectivesishowCurativeMaintenanceisperformed.


infrastructure.

Users.ThemainusersofthisCurativeMaintenanceare:

• EquipmentMaintenance

• Teamcoordinators

• Operators

Instructions.ThemajorinstructionstobefollowedinCurativeMaintenanceare:

• Healing Maintenance occurs whenever an equipment or installation is

unavailableduetoamalfunctionunpredictableandunexpected.



• Upondetectionofamalfunction, theproduction teamcoordinatoror the

operatorofthesectorwherethemalfunctionoccurred.

DataAnalysisTools.

Thereareseveraldegreesofurgency.TheEmergencydegreeisconsideredwhenthe

equipment/cell stop without production. When the equipment/cell is running in

degraded mode is conseidered Urgency degree. The Normal degree is when the

equipment/cellisinoperation,withoutlossofproductionandquality.

TheMaintenanceRequestcompletedinMannWinWinisautomaticallysenttotheME

techniciansbox. It is recognizedbyoneof thetechniciansthat is inservice,where it

analyzesifitcanbeexecuted.Incaseitcannot,itanalyzesthesamewiththeissuer.In

caseofbeingabletoexecute,theMEtechnicianverifiesifithasthenecessaryresources

foritsexecution.Ifthereareavailableresources,theMEtechnicianexecutesthePM

andregistersinthemaintenancearea,amongotherinformation:startandendtimeof

theintervention,typeoffailure,reasonanddescription.Inthefinish,thePMstaysin

history in the database of the application ManWinWin. The working Flowchart of

curativemaintenanceareshownintheFigure46.

Figure46WorkingFlowchartofCurativeMaintenance



3.2.5.3 SonafiTPMPillar3:ContinousImprovement

ThemethodandmeasureanalysisofContinousImprovementsareclassifiedinto5parts:


Objective.Themainobjectiveisknowhowcontinuousimprovementofequipmentis

performed.


infrastructurethisinstruction.

Users.ThemainusersofthisContinousImprovementsare:MaintenanceCoordinator;Production team coordinators; Preventive Maintenance Technician; Warehouse

TechnicianME;MEtechnicians.

Instructions.ThemajorinstructiontobefollowedinContinousImprovementsare:

• Continuousimprovementisoneofthecompany'soverallobjectivesandas

such is one of the objectives of the Equipment Maintenance Team, to

collaborate,suggestandimplementcontinuousimprovement.

• It is the responsibility of the Director and Technical of Preventive

Maintenance to analyze the indicators of the equipment namely, MTTR,

MTBF,TTR,OEEAvailabilityandthesuggestionsofthetechniciansandusing

quality tools, to promote and to implement actions of Continuous

Improvement,inthePlansofPreventiveandPredictiveMaintenance,either

suggested in the Investment Plan, or by immediately implementing

improvementactionsinvolvingMEtechniciansandothersectors.

• Whenever the coordinators and/or operators verify possibilities for

improvements inequipment, they shouldalert theDirector,Coordinators,

MP Technicians and Warehouse and maintenance technicians to jointly

analyzetheequipmentanddefineanactionplan.

Data Analysis Tools. Continous Improvements analysing tools are shown in below

(Figure47).MainactiontoolsusedinthisworkisBESMART(Figure48).

Figure47ContinousImprovementAnalyzingTool[35]



Figure48BESMART[35]

SMARTmeans:Simple,Measurable,Attainnable,RelevantandTemporal.InSimplefield

is choosed a specific area for improvement and is definedwhat is intended exactly.

Measurableisthefieldthatestablishconcretecriteriaformeasuringprogresstoward

theattainmentofeachgoalset. Assesswhetherthegoal isreallyacceptableforthe

team and measuring the effort, time and other costs and compare them with the

organization's profits and other priorities are the aims of the feild Attainable. The

Relevantfieldallowstoassessthe impactoftheobjective intheorganizationandto

checkiftheresultoftheworkshopisrelevanttotheteamandtothecompany'sresults.

Finally,intheTemporalfieldagoalshouldbemarkedintime.AttheendinManWinWin,

thisdataisrecordedandaftervalidatedbytheMECoordinator.ThenkPI’s(OEE,MTBF,

MTTR)iscalculatedthroughManWinWin.

3.2.5.4 SonafiTPMPillar4:QualificationofHumanResource

ThemethodandmeasureanalysisofQualificationofHumanResourcesareclassified

into4parts:Objective;Scope;Users;Instructions.

Objective.Themainobjectivesisknowhowthequalificationofthehumanresourcesof

equipmentmaintenanceisprocessed.

Scope.Allhumanresourcesforequipmentmaintenancearecoveredbythisinstruction.

Users.Themainusersareallhumanresourcesforequipmentmaintenance.

Instructions.

• Thequalificationofhumanresourcesmustbeagroupofskillsthatallpeople

musthavetoachievetheirbestperformancebasedontraining.

• OnanAverageof15hrsoftrainingallocatedtoeachworkerseveryyear.

• Workersarerecruitedbasedontheirqualificationoftherequiredfields.

• Basic training is given in the field of safety&work, Electronics, Machines

concerningfurnace&foundry,artificialcamerasandvacuumsystem.

• Training are given in topic of Kaizen, IATF16949:2016 to maintenance

coordinators.



• Thescheduled trainingof2018 inbuhlerondie-castingmachines,ABCon

robotics, chiron machining equipment's proportion hydraulics and

electronicsIndustrial.

BenefitsofWorkBasedLearning (WBL)areexplained toallworkersas shown in the

Figure49.

Figure49BenefitsofWBL[36]

TheDiagnosisoftrainingneedsismadeannuallyinthefirstquarterofeachcalendar

year,withoutprejudicetoanysituationsthatmayjustify,throughouttheyear,changes

totheinitiallyidentifiedneeds.Theprocessofdiagnosingtrainingneedsisbasedonthe

followingmethodology:

1. Every year, each Responsible Person identifies, in the form "Diagnosis of

training needs” the need to reinforce certain competencies, taking into

accounttheprofiledefinedforeachfunctionandtheexistinggapinrelation

tothedemonstratedperformance.

2. At the same time, when assessing the contractual situation of each

employee,sometrainingneedscanbeidentified,whicharereferredtothe

HRDthroughtherespectiveevaluationform;

3. Inadditiontoevaluatingtheperformanceofeachemployeeinthescopeof

theCareerPlan,itisalsopossibletoidentifycertaintrainingneedsthatare

referredtoHRDintheperformanceevaluationformitself;

4. In addition managers can identify training needs not only in the human

resourcesoftheirrespectiveteams,butalsoinotherareas,andalsorecord

theminthe"TrainingNeedsAssessment"form.

5. The diagnosed training needs, translated into training actions to be

developed,willbeincludedinthe"AnnualTraining"which,oncefinished,

willbeapprovedbytheGeneralDirectorate.



Oncethetrainingactionstobedevelopedhavebeenapproved,itistheresponsibilityof

theHRDtoplanandexecutethem,selectingthetrainingentities,aswellasthetraining

modelmostappropriatetoeachsituation.Whenthetrainingiscarriedoutinternally,

theform"AttendanceSheet-"willbecompleted.Uponcompletionoftheaction,the

"ProfessionalTrainingCertificate"willbedeliveredtothetrainees,acopyofwhichwill

befiledintheindividualprocessofeachemployee.

Evaluationofthetrainingactionisapplicabletoalltrainingcoursescarriedoutinternally

by the company, provided that they last for a duration of 4 hours or more. The

evaluationofthetrainerintendstoevaluatethegeneralconditionsinwhichtheaction

tookplaceandiscarriedoutbyfillingoutthetraineeoftheTrainingActionEvaluation

questionnaire.Theassessmentoftheimpactofthetrainingactionisapplicableonlyto

trainingcourseslasting20hoursormore.Foreachinternaltrainingactiontherespective

training dossier, which should include the following documents: Attendance Sheet,

Evaluationofthetrainingaction,Evaluationoftheimpactoftraining,isorganized.

3.2.5.5 SonafiTPMPillar5:SupportSystem

The method and measure analysis of Support System are classified into 4 parts:

Objective;Scope;Users;Instruction;DataAnalysisTools.

Objective.Describehowtheequipmentsupportsystemishandled.

Scope.Allequipmentofthesupportsystemiscoveredbythisinstruction.

Users.ThemainusersofSupportSystemare:Totalproductivemaintenancetechnician

ME,TeamCoordinatorsandOperators.

Instruction.ThemajorinstructionsfollowedinSupportSystemsare:

• The support system applies TPM activities to continuously improve the

efficiencyandeffectivenessoflogisticsandadministrativefunctions.

• Theselogisticalandsupportfunctionscanhaveasignificantimpactonthe

performance of production operations. In line with the vision of a

"production system" that includes not only manufacturing but also

manufacturingsupportfunctions,TPMmusttheentireembraceenterprise,

includingadministrativeandsupportdepartments.

Thenextfigureshowsthesupportsystemstoolsthatincluedcommunication,decisoin

makinganddataanddocumentprocessing.



Figure50SupportSystemsTools

In to respect to communication tool, the communication in the maintenance

departmentofequipmenthasasmainchannels:

• Dailymeetings in theDMEoffice,with theMEDirector, themolding and

finishing maintenance coordinators, the warehouse technician, the

PreventiveMaintenanceTechnicianandthenecessaryornecessaryguests,

thesemeetings analyze all current data and information giving origin the

minuteswith listofproblems, causes,measures, responsibleanddatesof

implementationofthesame.

• Participation in theDailyMeetingwith theRepresentativesof thevarious

operationaldepartmentsofthefactory,withtheobjectiveofanalyzingand

takingactiononrecurringproblems.

• Weekly meetings with DME technicians, where all current affairs are

analyzed.

• Whiteboardintheworkshopforgeneralinformationandurgentmessages.

Thechainofdecisionmakingfollowsahierarchicallineofescalationofthis:

• Thetechniciansfacedwithsomesituationthattheycannotsolve,andgiving

risetotheunavailabilityofcriticalequipment,mustinformtheirsuperior,the

Coordinatorofthearea.

• TheCoordinatorsoftheareasconfrontedwithanysituationthattheycannot

solve,andgivingrisetotheunavailabilityofcriticalequipment,shouldinform

theirsuperior,theDirector.

• TheDirectorinthecaseofequipmentinasituationofunavailabilityshould

informtheresponsibleoftheproductiveareaandtheDirectorGeneral.

The equipment maintenance data is stored in the ManWinWin database. The

documents are stored in theMS Office and in theMaintenanceWarehouse Office.

SUPPORTSYSTEMS

COMMUNICATION DECISIONMAKINGDATA&DOCUMENT

PROCESSING



Document retention follows the Sonafi Quality Manual. All the data about Support

SystemsarecollectedinManWinWinsoftware.

3.2.5.6 SonafiTPMPillar6:AutonomousMaintenance

Themethodandmeasure analysis ofAutonomousMaintenanceare classified into5

parts:Objective;Scope;Users;Instructions;DataAnalysisTool.

Objective.ThemainobjectivesishowAutonomousMaintenanceishandled.

Scope. All human resources and all productive equipment are covered by this

instruction.

Users. The major users to Autonomous Maintenance are: Preventive Maintenance

TechnicianME,TeamcoordinatorsandOperators.

Instruction.ThemajorinstructionsfollowedinAutonomousMaintenanceare:

• The Autonomous Maintenance is characterized by the responsibility and

autonomyoftheoperators,withthedevelopmentoftheircompetences.

• Inordertobeabletocarryouttheirtasksinastructuredandclearmanner,

a1stlevelmaintenanceinstructionhasbeencreated.Thisisaspecialcaseof

preventivemaintenanceandconsistsofanactionplanwhichiscarriedout

bytheequipmentoperatorsinaccordancewiththespecifiedinthe1stLevel

MaintenanceWorkInstructions.

• Toensureproperuseofthe1stLevelMaintenanceWork Instructions,the

MaintenanceTechnician.

• preventiveMEisresponsibleforgivingandkeepingup-to-datethetraining

ofTeamCoordinatorsandtheyareresponsibleforgivingandguaranteeing

trainingtooperators.

EquipmentMaintenancepreparesthe1stlevelinstructions,itsgeneralcodeisMEthe

supportregistersfollowthegeneralcodeitmakesthemavailabletothecoordinatorsof

thecasting/finishesinchargeofthesectorwheretheywillbeused.Duringtheshift,the

casting/finishingoperatorhastoperformthetasksdefinedinthe1stLevelinstruction

andproceedtothecorrectcompletionoftherespectiveRegistrationtothesymbology

defined in the Instruction. The casting/finishing team coordinator verifies that all

operatorshavefilledintheRegister(s).

Thecasting/finishingteamcoordinatoranalyzesthesheetstakingintoaccounttothe

stateoftheequipmentandoneofthefollowingthreesituationsmayoccur:

• EverythingisOKwiththeequipment,therecordsarestoredinthefileof

theworkstation



• Anequipmentinterventionisrequired,thecasting/finishingcoordinator

makesaMaintenanceRequest formaintenanceofequipment through

theManWinWin-MaintenanceOrderapplication.

• Operation in degraded mode, the sheet is stored in the file of the

respective equipment and is analyzed in the next intervention that is

requestedfortheequipment.

• The maintenance technicians of shift equipment receive the

MaintenanceRequestsandaccordingtoprioritiesandloadanalyzesand

performsaninterventionontheequipment.

• Therecordsarefiledinthecabinetofthefoundry/finishers.

MaintenanceAuditisperformedasfollows:

1. Anaudit isperformedmonthlybythePreventiveMaintenanceTechnician,

responsiblefortheareaandoperatortoatleast2cells/equipmentofeach

operationalareaFinishingandCasting.

2. A1stLevelMaintenanceAuditCheckListgeneratedbyManWinWinisused.

3. The deviations shall be recorded in field 007, the measures to be taken

registeredandcontrolleduntil completionby thePreventiveMaintenance

Technician.

Figure51AutonomousMaintenanceTools[35]



TheabovetwofigurerepresentstheautonomousMaintenacetoolslike,

• PointOneLesson

• TeamMeeting

• TeamofTable

• KitCleaningandLubrification

• VisualStandards

• ImprovingAccesstocheckarea

TheFlowchartofworkingofAutonomousPillarsareshownbelowintheFigure52:

Figure52WorkingFlowchartofAutonomousMaintenanceTools



Figure53TabularBoardofTeamofTableMEwithuniquecolour

Figure54TabularBoardofTeamofTablewithdifferentcolourfordifferentdepartmentinME

Theabove2figureSrepresentstheTabularBoardofTeamofTablewithuniquecolour

anddifferentcolourfordifferentdepartmentslikefoundry,finishingareaand

Warehouse&SpareParts.ThedaytodayProblemsarenotedandwritteninRespective

fieldsalongwithA3MEofSONAFI.

Data Analysis Tools: All the data about Autonomous Maintenance are collected in

ManWinWinSoftware.



3.2.5.7 SonafiTPMPillar7:SupplierMaintenance

ThemethodandmeasureanalysisofSupplierMaintenanceareclassifiedinto5parts:


Objective.Describehowthepurchaseequipmentmaintenanceservicesandmaterials

occurs.

Scope. This instruction applies to all subcontracted maintenance services (including

equipmentandinfrastructures)andpurchaseofmaterialsforequipmentmaintenance.

Users. Themain users of Suppliermaintenance are:ME Director, CoordinatorsME,WarehouseTechnicianMEandPreventiveMaintenanceTechnician.

Instruction.Themajorinstructionstobefollowedundersuppliermaintenanceare:

• Where subcontracting of a maintenance or material list of approved

suppliers,iftheyarecritical.

• Thelistofauthorizedsuppliershasbeencarriedoutandisreviewedannually,

resultsfromthemarket.

• analysis of the previous year's shopping list and the result of the annual

evaluations.

• Afterconsultationofthisdocument,thepersonresponsibleforthesectoror

someoneappointedbyhimorhershallthebudgetrequestoftheserviceor

predictedmaterial.Thebudgetrequesthastobe

• carriedoutbyatleast2suppliers.

• Where there is knowledge of other undertakings having the potential to

supplyandnotbeonthelistofsuppliers,analternativeproposalshouldalso

berequestedandafterconsultationresponsibleforthesectortoincludeitin

thelistofauthorizedsuppliers

• After an analysis of the budgets received considering the implementation

timingsandtheprice,thesectormanagershouldrequesttheapprovalofhis

hierarchicalsuperior.

Data Analysis Tools: All the data about Supplier Maintenance are collected in

ManWinWinSoftwarebasedonPurchasedorder.

3.2.6 Implementationof6SalongwithTPMinSONAFI

6Sisaprocessforcreatingandmaintaininganorganized,clean,andhighperformance

workplace,whichservesasafoundationforcontinuousimprovementactivities[37].

TheSix“S”are:Sort;Setinorder;Shine;Standardize;Sustain;Safety–Security(Figure

55)



Figure55Lean-6S[39]

6Sisthesystemtoidentifyandestablishthefollowthings[38]:

1. Identifywaste;

2. Identifyopportunitiesforimprovement;

3. Establishanefficientflowofactivitiesandmaterials;

4. Keeptheorganizationfocusedonbusinessobjectives;

5. Maintainimprovement.

The6Saimstocreateanenvironmentthatis[38]:

1. Self-explanatory;

2. Self-regulator;

3. Self-Improvement.

6Smajorlypromotesthefollowing[38]:

1. Reductionofvalueactivitiesnotadded;

2. Reduceemployeeandsuppliererrors;

3. Reductionoforientationtimeandtrainingofemployees;

4. Reducedsearchtimefortools,parts,supplies,information,etc;

5. Reduceinventoryoftools,parts,materialsandassociatedcosts.

Themajorbenefitsof6Sare[38]:

1. Creatingasafeandenjoyableworkspace;

2. Increasedqualityofwork;

3. Reductionofcosts;

4. Increasedcustomersatisfaction;



5. Thefocusof6Sisontheworkingprocessinexecutingintheareaofworkofthe

people.

3.2.6.1 6SRoadMap

The6sroadmaphas3-phases[38].

3.2.6.1.1 Phase1

Phase1representsthepreparationoftheevent6S[38].This includeknowcustomer

expectations, draw the charter, train the team that uses the worplace and

logistics/planing.

3.2.6.1.2 Phase2-Beginning6S

Thephase2representsthemakingoftheevent6S[38]and include:buildtheteam,

prepare the team and fact-findind (observe, identify situations of waste, draw the

physicalspaceoftheworkplacewiththeprocessflow,etc).

1ºS:SORT–SEPARATE

The1ºSgoalismaintainintheworkareawhatisstrictlynecessaryinorderto:

1. Streamtheprocess;

2. Eliminatemistakes(exchangesofmaterials,information,etc.);

3. ReduceInventory;

4. Separatewhatisneededfromwhatisnotneeded;

5. Createamethodtokeeptheareafreefromunnecessaryitems.

Themain task consists in the evaluation of the entire work area, removal all tools,

materials, equipment unecessary. Only what is considered essential should be

maintained.Materialsshouldbeseparatedwithdiscretion.Theyshouldevenbelabeled.

Theycanbeusefulinotherareasofthecompanyandthereforeuseful.Itiscommonfor

companies to have an area where these materials are placed and inventoried. The

organizationisthenmadeawareofitsexistenceandavailableforuse.Thecriteriaare

definedtakingintotheaccountofthefrequencyofuse.

Theactivitiestodevelop:

1. Removephotosfrombefore;

2. Reviewseparationcriteria;

3. Createanareaforthematerialstoberemovedfromtheinterventionsite;

4. Settimeforthe1stS;

5. Removewhatcanberemoved;

6. Createaprocedurethatensuresthatinthefuturetherewillnotbeadequate

storage(createspacewithspecificrulesofuse);



7. Removethetaggeditems;

8. Listtheitemsremovedforsubmissiontodepartments;

9. Takephotosafterthe1stS.

2ºS:SHINE–CLEAR

ThemaingoalsofShineare[38]:

1. Promotingacomfortableandsafeworkplace;

2. Enablehighvisibilityandreducesearchtimes;

3. Ensureahigherqualityofwork;

4. Increaseequipmentlife;

5. DecreasetheDownTimeofequipment(cleaningwhileinspectionprocess).

ThemainstepsfollowedinthisSare:

1. Decidewhattoclean(inspect),whenandhow;

2. Decidewhichmethodofcleaning/inspection;

3. Usepreventativemeasurestokeepitclean;

4. Createchecklists.

3ºS:SETINORDER-ORGANIZEand4ºS-SAFETY–SECURITY

Inthe3rdand4thStheteamanalyzestheworkareawithsupportintheinformation

alreadycollectedintheexperiencesobtainedduringthe1stand2ndS.Theaimisnow

toreducesourcesofwasteanderrorsandtotransformtheinterventionsiteintoaspace

managedbyavisualmanagement.ThesetwoShasthefollowingfocuses[38]:

1. Infrastructure,equipmentandtools(focusontheorganizationtaking intothe

accountthatdefinedflowandthelabelingandmarkingsoftheequipmentand

structure(floor,walls,etc.)

2. Identifyandlabelhot,cold,steam,compressedair,electricalsystems,tosimplify

thesearchforlinesandavoidaccidents).

3. Operators'toolsmustbeorganized,marked,labeledandclosetotheplaceof

useinordertoreducemovementandwaiting.

4. Manometersandindicatorsmustbemarkedsothatanomaloussituationscan

be detected "in the blink of an eye" (work zones, calibration or verification

conditions,etc.)

5. Infrastructuresandgroundmustbemarkedastheareaofpassageofpeople,

goods,inventory,tools,bufferzones,rejectedmaterialsandsafetyzones.

IntorespecttotheSafety,thefocusisonpeople'salerttopotentialdangersituations

and control actions that prevent situations of lack of safety.Hazard statements and

safety instructions should be placed where necessary. Distinguish between first aid

zones,fireextinguishers,specialmachineryprotectiondevices,etc.



Withregardtotheinventory,thefocusisonIdentifyingmaterials,organizingstorage

areas, transporting materials, type of material, maximum/minimum quantities and

location.

Theactivitiestodevelop:

1. Takephotosofbefore;

2. Plan what to do and do what is planned, involve people in the place of

intervention,maintenance,safety,engineering,quality,etc;

3. Usestandardizedcolorsformarkings;

4. Usephotographs,charts,anddiagramsforeaseofrecognitionandinstructions.

5. Properlymaintainthefirst3Sasahabit;

6. Ensure thatemployeeswhouse theworkareaknow theiroperationand the

establishedrules;

5ºS:STANDARDIZATION

Theobjectiveof5ºS is toestablishasetofgoodpracticesandensure thatall team

memberscomplywiththem,standardiziyingthefollowing[22]:

• Thephysicalspaceoftheworkarea;

• Thewipe,theprocessflow;

• Thesequenceofwork;

• Materialsandtoolsused;

• Processmachinesandparameters;

• Qualityparameters,methodsofmeasurementandcommunication.

6ºS:SUSTAIN(AUTODISCIPLINE)

Sustainisthe6th“S”inLean“6S”.TheSustainactionsaretakenbelowinSonafithey

aredividedinto2parts:goalenecessaryconditions.Themaingoalistomaintainthe

momentum generated in the improvement process. The necessary conditions are:

consistency(necessaryunderstandingof6S)and5SAudit(student/leaderffollower).

3.2.6.1.3 Phase3

Phase 3 follow implementation to ensure sustainability. All the daily data including

inspection,monitoringandcommentsfromthefirst2phasesarenotedmanuallythen

added to Manwinwin software. In Table 7 shows the results of before and after

implementationof6SinSONAFI.InTable8showstheplanningandexecutioneachstage

of6SinSONAFI.



Table7BeforeandAfterImplementationof6S

Beforeimplementationof6S Afterimplementationof6S



Table8PlanningandExecutingof6S

Planningandexecutingof6S

3.2.7 IATF16949:2016

IATF 16949:2016 was jointly developed by the International Automotive Task Force

(IATF)members and submitted to the InternationalOrganization for Standardization

(ISO)forapprovalandpublication[40].Thedocumentisacommonautomotivequality

systemrequirementbasedonISO9001andcustomerspecificrequirementsfromthe

automotivesector.

IATF 16949:2016 emphasizes the development of a process-oriented quality

managementsystemthatprovidesfor[40]:

1. Continualimprovement;

2. Defectpreventionandreductionofvariation;

3. Wasteinthesupplyi.



Thegoalistomeetcustomerrequirementsefficientlyandeffectively.

3.2.7.1 IATF16949:2016ofSONAFI:

TheIATF16949:2016ofTopics,ClauseswithHeadingsandCommentsareshownbelow

inTable9.Theseclausesaremandatoryclausesforautomotiveindustryitisfinialized

afterdiscussionwithME-Coordinators[41].

Table9TopicsandClausesofIATF16949:2016forSonafi[41]

TOPICSIATF

16949:2016HEADINGS COMMENTS

Planning 6.1.2.1 Riskanalysis

The need to identify,

analyze,andconsideractual

and potential risks was

already covered in various

areasof ISO/TS16949.The

IATFadoptedtheadditional

requirements for risk

analysis, recognizing the

continual need to analyze

and respond to risk and to

haveorganizationsconsider

specific risks associated

with the automotive

industry.

Support 7.1.3.1Plant,facility,

andequipmentplanning

Increased focus on risk

identificatio and

risk mitigation, evaluating

manufacturing feasibility,

re-evaluationof changes in

processes, and inclusion of

on-sitesupplieractivities.

7.5.3.2.1

Recordretention

Requiresarecordretention

process that isdefinedand

documented ad that

includes the organization’s

record retention

requirements.

Operation

8.3.5.2

Strengthened verification

requirements, process input



Manufacturing

processdesignoutput

variables, capacity

analysis, maintenance plans

andcorrectionofprocessnon-

conformities.

8.4.1.2

Supplierselectionprocess

Assessment used to select

suppliers needs to be

extendedbeyondtypicalQMS

audits.

8.5.1.2

Standardizedwork–

operatorinstructionsand

visualstandard

The requirements for

standardized work, including

the requirement to

address specific language

needs.

8.5.1.5

Totalproductive

maintenance(TPM)

The requirement for

equipment maintenance and

overall

proactivemanagement.

Improvement

10.3.1

Continual

improvementsupplemental

Use of TPM, Lean, Six Sigma,

and other manufacturing

excellenceprograms.

Planning:

• Section6.1.2.1:Riskanalysis[41]

Theneedto identify,analyze,andconsideractualandpotential riskswasover in

various areas of ISO/TS 16949.The IATF adopted additional requirements for risk

analysisrecognizingthecontinualneedtoanalyzeandrespondtoriskandtohave

suppliers/organizations consider specific risks associated with the automotive

industry. Organizations would need to periodically review lessons learned from

product recalls, product audits, field returns and repairs, complaints, scrap, and

rework,andimplementactionplansinlightoftheselessons.Theeffectivenessof

theseactionsshouldbeevaluated,andactionsintegratedintotheorganization’s

QMS.

Support:

• Section7.1.3.1:Plant,facility,andequipmentplanning[41]

This updated section includes an increased focus on risk identification and risk

mitigation, evaluating manufacturing feasibility, re-evaluation of changes in

processes,andinclusionofon-sitesupplieractivities.Manyoperationalriskscanbe

avoided by applying risk-based thinking during planning activities, which also



extends to optimization ofmaterial flow and use of floor space to control non-

conformingproduct.Capacityplanningevaluationduringmanufacturingfeasibility

assessmentsmustconsidercustomer-contractedproductionratesandvolumes,not

onlycurrentorderlevels.Capacityshouldbere-evaluatedforanyprocesschanges.

• Section7.5.3.2.1:Recordretention[41]

This section now requires a record retention process that is defined and

documented,andthat includes theorganization’s recordretentionrequirements.

Specificallycallsoutproductionpartapprovals,toolingrecords,productandprocess

designrecords,purchaseorders,andcontracts/amendments.Ifthereisnocustomer

orregulatoryagencyretentionperiodrequirementsforthesetypesofrecords,“the

lengthoftimethattheproductisactiveforproductionandservicerequirements,

plusonecalendaryear”applies.

Operation:

• Section8.3.5.2:Manufacturingprocessdesignoutput[41]

Changes in this section strengthened verification requirements, process input

variables, capacity analysis, maintenance plans and correction of process

nonconformities. It clarifies that the process approachmethodology of verifying

outputs against inputs applies to the manufacturing design process. The list of

manufacturingdesignoutputsisalsoexpanded.

• Section8.4.1.2:Supplierselectionprocess[41]

WhileISO/TS16949:2009didaddresssupplierselectionintheISO9001:2008boxed

text via the Purchasing Process, the supplier selection process was not as

detailed.Thissectionnowspecificallycallsoutsupplierselectionprocesscriteria,in

additiontoclarifyingthatitisafullprocess.Theassessmentusedtoselectsuppliers

needstobeextendedbeyondtypicalQMSauditsandincludeaspectssuchas:risk

toproduct conformity anduninterrupted supplyof theorganization’sproduct to

theircustomers,etc.Thisprocesswillneedtobefollowedfornewsuppliers.

• Section8.5.1.2:Standardizedwork–operatorinstructionsandvisualstandards[41]

Through this section, IATF 16949 strengthens the requirements for standardized

work, includingtherequirementtoaddressspecific languageneeds.Standardized

workdocumentsneedtobeclearlyunderstoodbytheorganization’soperatorsand

should include all applicable quality, safety, and other aspects necessary to

consistentlyperformeachmanufacturingoperation.

• Section8.5.1.5:Totalproductivemaintenance[41]

Strengthens the requirement for equipment maintenance and overall proactive

management of the Total Productive Maintenance (TPM).TPM is a system for



maintainingandimprovingtheintegrityofproductionandqualitysystemsthrough

machines, equipment, processes, and employees that add value to the

manufacturingprocess. TPMshouldbe fully integratedwithin themanufacturing

processesandanynecessarysupportprocesses.Metricsneedtobemorethanon

time completion of PM’s and these are inputs into Management Review.

Documented maintenance objectives including but not limited to OEE (Overall

EquipmentEffectiveness),MTBF (MeanTimeBetweenFailure), andMTTR (Mean

TimeToRepair),whichshallformaninputintomanagementreview.Regularreview

of maintenance plan and objectives and a documented action plan to address

corrective actionswhere objectives are not achieved.Use of planned preventive

maintenance methods, e.g. periodic inspection without disassembling the

equipment,visualchecks,cleaningandsomeservicing,andreplacementofparts,in

order to prevent sudden failures and process problem. Use of predictive

maintenance methods, as applicable e.g. non-destructive testing (oil analysis,

vibration analysis, thermal imaging, and ultrasonic detection). Periodic overhaul,

wheretheequipment isperiodicallystrippeddown, inspected,andoverhauledat

fixedintervalsandanypartsfoundbelowstandardarerepairedorreplaced.

PerformanceEvaluation

• Section9.3.3.1:Managementreviewoutputs–supplemental[41]

Enhanced section ensures action is takenwhere customer requirements are not

achievedandsupportsthecontinualanalysisofprocessperformanceandrisk.Even

thoughprocessownersshouldaddresscustomerperformanceissuesrelatedtothe

processes they manage, this requirement gives top management the clear and

ultimate responsibility to address customer performance issues and ensure the

effectivenessofcorrectiveactions.

Improvements

• Section10.3.1:Continualimprovement–supplemental[41]

Itchanges inthissectionclarifytheminimumprocessrequirements forcontinual

improvement: identification ofmethods, information and data; an improvement

actionplanthatreducesvariationandwaste;andriskanalysis(suchasFMEA).Use

of TPM, Lean, Six Sigma, and other manufacturing excellence programs or

methodologiesshouldfollowastructuredapproachthatcontinuouslyidentifiesand

addressesopportunitiesforimprovement.

Finnaly, after IATF16949:2016clausesof SONAFI is finalizedandmade intomanual.

SONAFI IATF 16949:2016manualwent to various audits in the intern period. Itwas

acheivedcertificationinQualityManagementSystemAuditIATF16949:2016performed



byBureauVeritasandalsobyseveralmainSonaficustomersauditsinthecompanylike

Porche,GroupeRenaultFrance,Valeo,BorgWarner,RenaultNissan,VW,DGH-Group.

3.2.8 BenefitsandChallengesinImplementationofTPM

Operational improvements resulting from successful TPM implementation and their

benefitsarepresentedinFigure56:

ThedirectbenefitsofTPMare:

1. Increaseinproductivityandoverallplantefficiencyby1.5or2times;

2. Customercomplaintsarerectifiedswiftly;

3. Manufacturingcostisreducedconsiderablybyupto30%;

4. Astherightquantityintherequiredqualityisdeliveredtocustomerattheright

time,theirneedsaresatisfiedby100%;

5. Accidentsarereducedconsiderably;

6. Decreaseinpollutionlevelsbyfollowingpollutioncontrolmeasures.

TheIndirectbenefitsofTPMare:

1. Total productive Management ensures higher confidence level among the

employees;

Benefitsof

TPM

Reducingequipmentbreakdown

Minimizingidlingandminorstops

Lesseningquality

defectsandclaims

BoostingProductivity&Trimminglaborand

cost

Shrinkinginventory,cuttingaccident

Figure56BenefitsofTPM



2. Betterupkeepoftheworkplacebymakingitclean,neatandattractive;

3. Favorablechangeintheattitudeoftheoperators;

4. TPMhelpstoachievethepresetgoalsbyworkingasgroup;

5. Horizontaldeploymentofanewconceptinallareasoftheorganization;

6. Sharingofknowledgeandexperience;

7. Obtainingofafeelingofowningthemachinebytheworkers.

Elliot presents eleven general challenges and barriers to achieving manufacturing

excellence that might well summarize many of the barriers to successful TPM

implementation.Asexpected,manyofthebarriersaligncloselywiththesuccessfactors

forsuccessfulTPMimplementation;thatistosay,successfulimplementersleveragethe

successfactorstoovercometheobstaclesandbarriers[5].

1. Underestimating the task. ”Excellence requires a total commitment to process

capability,variationreduction,andcreationofabenchmarkemployeeknowledge

base.”2. Lackofmanagementconsensus.3. Underestimatingtheimportanceofknowledge.”Often,managersbelievethatthe

only missing performance ingredient is effort.” Documenting and proliferating

knowledgeandlearningwasdiscussedintheprevioussectiononsuccesscriteria

forTPMimplementation.4. Complexitystranglesperformance.Complexity“isthesinglegreatestdeterrentto

performance excellence”. Following a proven standard implementation strategy

andprocessreducesthecomplexityandtheunknown.5. Inconsistentandunclearexpectations.

a) Objectivesthatcreateorganizationalconflicts.

b) The use of generalized or concept objectives without specific, measurable,

activity-drivenperformancegoals.6. Thechallengeofpassion.”Excellenceisthemostdifficultofallbusinessorpersonal

objectivestodefineandachieve.Itrequiresanuncompromisingpassiontoexcel.”

NotetheconsistencywithNakajima’spassionforzerofail/zero-quality loss/zero-

accident.7. Staffs that take charge. Staff objectives not consistent and aligned with

organizationalperformancegoals.8. Neglectingthebasics.”Withoutafocusedorganizationalcommitmenttothebasics

ofvariationreduction,service,cost,andsafety,thereisnofoundationonwhichto

buildasuccessfulstrategicplan.”9. Resistancetodailydiscipline.10. Limitedinvolvementexperience.11. Toomuchfocusonoutputmeasuresratherthanthequalityoftheprocessinput.



3.3 DataAnalysis

3.3.1 MethodstoMeasureAnalysisofPillars-ManWinWin

The ManWinWin (logo in Figure 57) - Industrial & Infrastructure

MaintenanceManagement–isasoftwarewiththekeyfeatures[40]:

• Equipmentfleetmanagement,datasheetsanddocuments;

• Preventivemaintenancemanagement;

• Automaticcalendarschedulingwithdraganddropscheduling;

• Maintenancerequests(operators)servicedwithcorrectiveworkorders;

• Complete maintenance history (by equipment, production line, cost center,

etc.);

• User-customizedanalysis,reportingandmaintenanceindicators(MTTR,MTBF,

MWT)andKPI;

• Stockmanagementwithalerts;

• Mobileaccessforquicklogs.

Figure57LogoofManWinWinSoftware[40]

ManWinWinallowsmaintenancemanagersto[40]:

• Savealotoftimeinquickaccesstoalltheinformationoftheequipmentofthe

installation:datasheets,documentation,plannedworks,historyofmaintenance,

appliedparts,etc;

• Plan maintenance interventions in a timely manner and thus increase the

availabilityofequipmentandtheproductivityofmaintenanceteams;

• Buildmaintenancehistoryandmakebettertechnicaldecisionsthatreducecosts

andincreasetheefficiencyofproductionequipment;

• To plan in a timely manner the necessary parts for the maintenance,

guaranteeingtheiravailabilityinstockandwithautomaticalertsfortheneedof

purchase,avoidingdelaysduetostockrupture;

• Implement a maintenance system that complies with the maintenance

requirementsrequiredbylawandinternationalcertifications(ISO,IFS,OHSAS,

BRC,cGMP).



Figure58ManWinWin-ImprovingMaintenance[40]

With Manwinwin software is possible to collect data for all the Pillars of TPM as

mentionedaboveandalsodataareenteredinexcelfilemanuallyaswell.Itisusedto

find user-customized analysis, reporting and maintenance indicators (MTTR, MTBF,

MWT)andKPI.

3.3.2 DataAnalysisusingOEEKPI

KeyperformanceIndicators(KPIs)arevariablesthatorganizationsusetoassess,analyze

andtrackmanufacturingprocesses.Theseperformancemeasurementsarecommonly

usedtoevaluatesuccessinrelationtogoalsandobjectives.TheKPIsselectedtodescribe

theworkplaceareOEE.

OEEistheratioofFullyProductiveTimetoPlannedProductionTime.Thenatureof

thiscalculationmakesachievingahighOEEscorequitechallenging.Inpractice,the

generallyacceptedworld-classgoalsforeachfactorarequitedifferentfromeach

other, as is shown in the imagebelow.Note that these figures apply todiscrete

manufacturing(asopposedtoprocessindustries)[42].



Figure59WorldClassOEE[43]

ItisoftenthoughtthataWorld-ClassOEEscoreis85%(Figure59).Thecompaniesshould

notfixedinthisvalueofOEEasthetarget,butinsteadfixateontheabilitytoimprove

thevalueofOEE[43].

3.3.3 OEECalculations

OEE is the ratioof fullyproductive time toplannedproduction time. Inpractice it is

calculatedas[44]:

OEE=AvailabilityxPerformancexQualityà(2)

If you substitute in theequations foravailability,performanceandquality, and then

reducethemtotheirsimplestterms,theresultis:

OEE=GoodPiecesxIdealCycleTime/PlannedProductionTimeà(1)

ThisisalsoanentirelycorrectwaytocalculateOEE,andwithabitofreflectionyouwill

realizethatmultiplyingGoodPiecesbyIdealCycleTimeresultsinFullyProductiveTime

(producingonlygoodpieces,asfastaspossible,withnodowntime).

Inpractice,availability,performance,qualityandOEEarecalculatedfromproduction

datagatheredfromyourmanufacturingprocess[44].

Availabilityistheratioofoperatingtime(whichissimplyplannedproductiontimeless

downtime)toplannedproductiontime,andaccountsfordowntimeloss.Itiscalculated

as[44]:

Availability=OperatingTime/PlannedProductionTimeà(3)

Performanceistheratioofnetoperatingtimetooperatingtime,andaccountsforspeed

loss. In practice it is calculated as: Performance = (ideal cycle time x total

pieces)/operatingtimeidealcycletimeistheminimumcycletimethatyourprocesscan

beexpectedtoachieveunderoptimalconditions,foragivenpart.Therefore,whenitis



multipliedbytotalpiecestheresultisnetoperatingtime.Idealcycletimeissometimes

calleddesigncycletime,theoreticalcycletimeornameplatecapacity.Since,rateisthe

reciprocalofcycletime,performancecanalsobecalculatedas[44]:

Performance=(TotalPieces/OperatingTime)/IdealRunRateà(4)

Qualityistheratiooffullyproductivetime(timeforgoodpieces)tonetoperatingtime

(timefortotalpieces).Inpracticeitiscalculatedas[44]:

Quality=GoodPieces/TotalPiecesà(5)

Asreferedpreviousely,thereareseveralfacilitymaintenancemetrics.TheMeanTime

Between Failures (MTBF) is the average time between each failure. Some of the

variablestoironoutbeforeapplyingisthedefinitionfor"uptime".Amachinerunning

at a fraction of its intended performance is likely not acceptable to be considered

"uptime".Whateverdecisionismade,thatitisappliedconsistentlyacrossallpiecesof

equipment[44].

MTBF=TotalUptime/Numberoffailuresà(6)

Notethat, therearesome itemsthatarenotrepairable,buttheyarereplaced.Such

examplesare lightbulbs, switches, tornbelts. In suchcases, the termMeanTimeto

Failure (MTTF) is used. There is also the debate of planned downtime. Robust TPM

programs have planned downtime formaintenance and predictive toolsmay create

plannedreplacementsorrepairsinefforttoreduceunplanneddowntimeandvariability

inuptimeperformance.Ideally,thehighertheMTBFthebetter.However,itislikelyto

plateauatacertainpointduetoplanneddowntimeandintendedmaintenance.Then

thechallengebecomeshowtoreducetheplannedoutagesandgetbetterlifeoutofthe

componentsoritemsinvolvedsotheseplannedintervalscanbeexpanded.

TheMeanTimetoRepair(MTTR)istheaveragetimetorepairsomethingafterafailure.

Asabove,itisimportanttoclarifywhatexactlyconstitutesafailureanddowntimevs

uptime. "Uptime" at a significantly compromised rate of production due to poor

maintenanceisusuallynotacceptable.AllowingthistocontinuecanshowabetterMTBF

thanthestoryinitsentiretyshouldshow[43].

MTTR=TotalDowntime/Numberoffailuresà(7)

The MTTR puts an emphasis on Predictive and Preventive Maintenance. Better

preparation, spare parts programs, predictive analysis, are methods to reduce the

MTTR.Notallrepairsareequal.ThefollowingequationillustratestherelationsofMTBF

andMTTRwithavailability[45]

Availability=MTBF/(MTBF+MTTR)à(8)



Thefollowingconclusionscanbereachedbasedontheseformulas:

1. Thehigher theMTBFvalue is, thehigher the reliabilityandavailabilityof the

system.

2. MTTRaffectsavailability.Thismeansifittakesalongtimetorecoverasystem

fromafailure,thesystemisgoingtohavealowavailability.

3. HighavailabilitycanbeachievedifMTBFisverylargecomparedtoMTTR.

Figure60A3ME-TemplateofSONAFI

Figure60,dividedinFigure61,Figure62,Figure63,Figure64andFigure65istheA3

TemplateofSONAFItomeasurethecurrentsituationandgoalstoacheiveinacalender

year.ThevaluesaremanuallyenteredtocalculateandanalysistheavailabilityofOEE,

MTBFandMTTRoffoundryandfinishgoodsinmaintenanceDepartment.Italsohave

tabularcolumnwhichshowsthemaininitiativescolumnsalongwithdescription,whois

responsibleoftheinitivatesalongwithcompletiondateandcompletedpercentageare

mentioned.Alongwith thisdatawecanalsocompare thepastyear resultswithour



currentvaluetonotethechangesinvaluewithgraphrepresentationaswell.Thebelow

5figuresrepresentthecurrentvalue/goalstoacheive(Figure61),mainInititaivealong

withdescriptioninME(Figure62).Figure63comparetheavailabilityMEoffoundryand

finishingareaofcurrentyearandlastyear.Figure64comparetheDie-CastingMEof

MTTRandMTBFrespectivelyinchartform.Figure65comparethefinishingareaofME

ofMTTRandMTBFrespectivelyinchart.Alongwiththiswecanalsofindthedataof

cost,energiesandpeoplemanagementinA3ME.

Figure61TemplateofA3ME-Goal2018

Figure62TemplateMainInitiativeintheareaME



Figure63TemplateofAvailabilityME

Figure64TemplateofCastingGraphofMTTRVsMTBFME

Figure65TemplateofFinishesGraphofMTTRVsMTBFofME

3.3.4 SummaryofObservation

Afterthe implementationandexecutionofautonomousmaintenance,areduction in

breakdownswasobservedonlineAA3.

Consequently,onealsosawanincreaseof2%intheOEEKPIofthemachinesonline

AA3fromApriltoAugust2018.Asaresultofthisfactor,therewasasignificantincrease

inOEEduringthesametimeperiod,whichdirectlyimpactedonthelineAA3production

efficiency.



Inadditiontotheseimprovements,therewasanincreaseintheMeanTimeBetween

Failure(MTBF)ofthemachinesonlineAA3,aswellasareductioninthetimespentby

maintenance technicians on breakdowns repairs. All this was due to the visual

managementtechniquesappliedtothelinemachines,whichenabledthemaintenance

technicianandoperatortorapidlydetectthemalfunction.Inordertocalculatethese

data,onerecordedthetime,inhours,betweenfailuresandthetimestorepaironall

theline’smachinesforeachmonth.

101


CONCLUSIONS

4.1 CONCLUSION

4.2 PROPOSALSOFFUTUREWORKS

4.3 MYEXPERIENCEINSONAFI

4.4 SUPERVISOREVALUATION

CONCLUSIONS 103


4 CONCLUSIONANDPROPOSALOFFUTUREWORK

Theaimofthisworkwastostudy,learn,tounderstandandapplytheTPMmethodology

intheSONAFI.ThischapterpresentsthemainsconclusionsTPMimplementationand

thebarriersfoundedintheexecutionofTPMwithintheorganization.Somefuturework

perspectivesarealsopresented.

4.1 CONCLUSION

This work was developed aiming to implement the Total Productive maintenance

functiononDie-Castingmanufacturing linefortheautomotivesector. Aimedalsoto

reducethestoppageratesonmachinesensuingfrombreakdowns.Themainobjective

was achieved through the application of autonomous and Curativemaintenance. By

following these, operatorswere able to develop the responsibility to autonomously

carry out activities related to cleaning actions, organisation and daily checks of the

criticalpointsattheworkstation,thusensuringthattheirmachinesandequipmentwere

ingoodworkingorder.Thisprojectresultedinasignificantdecreaseinthenumberof

interventionsontheline,andthuscontributedgreatlytothe2% increaseintheOEEavailabilityofME.Simultaneously,andasaconsequenceoftheseapplications, there

wasalsoanincreaseinMTBF,aswellasareductioninMTTRduetotheuseofvisual

managementpractices.Theseenabledboththeoperatorsandmaintenancetechnicians

toeasilydetectaproblemonthemachines.Solutionswereprovidedfortheproblems

identifiedand,owingtotheseresults,thecompanyplanstoextendtheimplementation

ofthisimprovementtechniquetootherlines.Allthiswasachievedthroughtheuseof

techniques which directly tackle various types of waste and provide support in the

continuousimprovementoftheprocess.

4.2 PROPOSALSOFFUTUREWORKS

Sincethismethodologywasdevelopedasamasterthesisandtherebyduringastrict

timeschedule,furtherresearchcouldputeffortinrefiningthemethodologytobetter

suitandrepresentimplementationofTPMinSONAFI.

TPMiswidelyknownfornoteasytoimplementinashortperiodoftime,soisimportant

tomonitortheentireprocessofTPMimplemantationoveranextendedperiodoftime.

CONCLUSIONS 104


4.3 MYEXPERIENCEINSONAFI

AsaninternattheSonafiIlearnedthebasicstructureandoperatingprinciplesofthis

Sonafiindustrywhileexecutingassignmentsandworkingwiththeprofessionalstaff.I

alsopresentanin-depthanalysisofthestrengthsandweaknessesaswellasthreatsand

opportunities available to the Sonafi as identified through a SWOT analysis. After

analyzingthebasicareasofthisSonafiindustryincludingFoundry,FinishedGoods,Ware

House&SpareParts.

MymajorgoalwastobuildaTPMstructure&Pillarsandbasedontheresultstoidentify

therecommendationsorsuggestionsforimprovingofthefunctioningoftheSonafias

needed. I was concerned with developing an understanding of the methods and

principleswhichcouldbeappliedtotheSonaficomparingthemtobestpracticesinthe

field, I suggest recommendations to help remedy the weaknesses, emphasize the

strengths and resolve identified problems. The steps required to implement the

recommendationssuggestedarealsopresented.Finally,Idiscussthecontributiontothe

Sonafi including both its short and long-term effects of my participation on the

organization.

Duringmy internship Iparticipated in theDailymeetingsat theStateDepartmentof

Maintenance,workedwith theMaintenanceManager and allmaintenance staffs to

prepare for the implementation of TPM and 6S. I have done presentation to all

organizationfromtopmanagementtojobfloorworkersinSonafiabouttheimportanceof TPM.I collaborate in update theMaintenance manual of TPM. I have worked in

variousauditintheinternperiod:QualityManagementSystemAuditIATF16949:2016

performbyBureauVeritas,weusateamachievedcertificationandalsobyseveralmain

SonaficustomersauditsinthecompanylikePorche,GroupeRenaultFrance,Valeo,Borg

Warner, Renault Nissan, VW, DGH-Group. In Final of intern period I obtained 2%

increaseinOEEAvailabilityinmaintenancedepartmentofSonafi,themainactionswere

in Autonomous Maintenance and Curative Maintenance. This tool will be a strong

impact innearfuture,becauseSonafihadstartedto implementaTPMCultureitwill

taketimetoimproveTPMsystematic.

Overall, I am very satisfied with the results ofmy internship. I was able to usemy

knowledge and apply it to a real Industry. I was able to see some differences in

functioningthatresultedfrommyefforts.Duetothecharacteroftheinternshipandthe

shorttimeperiodspentattheSonafi,long-termrecommendationwouldrequiremore

workandtime,butItookthisexperienceasanopportunitytoprovidethelocalIndustry

with some advanced ideas I learned while a student at the Instituto Superior deEngenhariadoPorto(ISEP).

CONCLUSIONS 105


4.4 SUPERVISOREVALUATION

CONCLUSIONS 106


107


REFERENCESANDOTHER

SOURCESOFINFORMATION

5.1 REFERENCEANDOTHERSOURCESOFINFORMATION

REFERENCESANDOTHERSOURCESOFINFORMATION 109

IMPLEMENTATIONOFTPMAND6SINSONAFI SIVASANGARANENADARADJANEANANDANE

5 REFERENCEANDOTHERSOURCESOFINFORMATION

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6 Annexes

6.1 Annex1

CPMTracking:

ANNEXES 116


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ANNEXES 118


ANNEXES 119


ANNEXES 120


Implementation of TPM and 6S Lean in Sonafi

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