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Schepkina Tanya

Schepkina Tanya

Faculty management
Speciality: “Quality, standardization and certification”

Theme of master's work:

The Development of the TPM System at a Chemical Enterprise in the Conditions of Marketing Formation in Ukraine

Scientific adviser: prof. Momot Alexander

Abstract on the theme of graduation

ACTUALITY OF THE PAPER

          One of the most problematic spheres of the Ukrainian enterprises is technical maintenance of the equipment. In the last pre-crisis years the problem of the main assets renewal was still left.At present, in the production sphere there is a big share of the equipment with a high wear factor which ran out their exploitation resources long time ago. However, it is worth mentioning that new equipment, when exploiting it improperly, will work ineffectively and will break down, causing lay-ups. Lay-ups, in their turn, cause additional loss of recourses and increase production price, which is inadmissible in the existing crisis conditions. Taking into account the complexity and cost increase of the equipment, as well as the lack of different resources, the rational technical maintenance plays an important role in enterprises’ activities, thus affecting significantly the quality and cost of the production made, as well as the competitiveness of an enterprise in general.

GOALS AND OBJECTIVES

          When working on the master’s thesis, the following goals have been stated:
- equipment investigation;
- defect detection of the equipment ineffective functionality;
- an attempt to implement the TPM system at an enterprise.
          The achievement of the stated goals is the main objective in solving the existing problem.

SCIENTIFIC NOVELTY

          The scientific novelty lies in taking measures connected with the attempt to introduce the equipment maintenance system at an enterprise in the chemical branch.

The TPM SYSTEM APPEARANCE AND DEVELOPMENT

          The word combination “Total Productive Maintenance” appeared in Japan in the 1960s. It can be explained as technical service of the equipment which allows providing its highest effectiveness during its whole life cycle with the participation of the whole working staff. In 1971 the TPM system was given a profound definition for the production subdivisions consisting of 5 points. Later, together with the production subdivisions, the TPM system involved design, commercial, management and other subdivisions [1].
          The mentioned circumstances affected the definition of the TPM system, it was corrected and introduced as follows:
- The TPM system aims at creating an enterprise which has the priority of the constant effective and complex improvement of the production system.
- The goals are achieved by means of creation of the mechanism involving all the jobsites and oriented to the prevention of the losses of all kinds ("no incidents", "no break-downs", "no defects") during the whole production life cycle.
- For the achievement of the stated goals, all the production subdivisions (design, commercial, management, etc.) are involved.
- The whole staff from head to first line worker takes part in achieving the goals.
- The purpose to get “no losses” is realized in terms of activities of miner groups including all workers and hierarchically connected with each other [2].
          The concept of TPM is targeting the company's leadership in the industry on a wide range of indicators: the proportion of new products, cost, quality, maintenance and maintenance of resources [3].

ORGANIZATION STRUCTURE OF THE TPM SYSTEM INTRODUCTION

          The introduction of the TPM system at an enterprise begins with the formation of its organizational introduction structure. One should organize the minor groups at each level of the management system formally corresponding to the organization structure. The fields of the groups’ activity should be partially overlaid. It is necessary to form the highest body of the TPM system introduction at an enterprise (TPM Council) and minor groups in each subdivision.
          In TPM system the activity of minor groups is held on all levels of the organization and all the employees from the highest management to workers are involved into this process. At the highest level of the structure there is the TPM council with company’s leader at the head, and the managers of subdivisions are the participators of the council. On the lower levels there are TPM subdivisions councils where the subdivision managers are the heads of the councils and middle managers are its participators. At the lowest level, the head of a minor group is usually lower manager, and the group consists of ordinary workers. Thus, the members of minor groups at a higher level are the heads of the lower miner groups. This structure is called the system of minor groups with overlaid fields of activity.
         The TPM council is the highest body of this structure. It includes the heads of enterprises, heads of departments and qualified specialists. The members of minor groups work out the models for the operators to carry out the technical service of the equipment independently. They take part in improving of some separate technical processes and work on general procedures conditioned by the TPM system development [4].
          Theme groups also work on the advancement of the TPM system in each of its eight directions. They consist of managers and company’s specialists who work out and realize the plans of the TPM system advancement.
          Together with the TPM council, theme groups and minor groups hierarchically interconnected with each other, the organization structure also includes the TPM secretariat. The secretariat is led by a person elected by the members of the secretariat or appointed by the company’s management. The secretariat membership includes several members of the highest body of the TPM system advancement [5].

THE STAGES OF THE TPM SYSTEM INTRODUCTION

          The effective introduction of the TPM system into an enterprise is first and foremost conditioned by the demand of the increase of the general technical culture. The process of cultivation of this kind of culture among workers leads to the growth of their awareness of the equipment as means of the company’s financial prosperity and individual wealth, but not only as means of production. It is obvious that removing the losses of technical maintenance triggers a chain reaction of the effective production improvement in general. In short, the result of the TPM system advancement into the production process can be characterized as increase of production and quality together with the reduction of maintenance and defect costs.
          The peculiarity of the TPM method consists in that it allows gradual transformation of the existing maintenance system to a more optimized one. [6].
          In this respect, the way of the TPM system introduction can be presented as a sequence of stages, each gaining concrete goals, which gives an absolutely perceptible results [7].

WORLD EXPERIENCE

          Before the TPM system appeared, it was considered that any plant was the “hotbed” of three "K" (in the letter to the Japanese start word - "mud", "harsh conditions", "danger"). The achievements of the TPM Prize Laureates shook this generally accepted opinion.
“Tsucumi” factory belonging to “Inoda Cement” company has become the first factory where there is no dust at all.
          One of the “Daihatsu” plants in Kyoto has 102 industrial robots which are used in bus construction. Only two of them were bought, the rest were constructed or reconstructed by “Daihatsu Motors’s” engineers.
          “Honda Motor” company also designs and constructs the equipment for its plants individually, and this is the basic principle of the company. The company believes that it is impossible to manufacture their products, which are much demanded at the world market, with the help of the equipment bought from other manufacturers. According to the founder of the company, if one says to the workers: «Educated people construct the equipment, you should only operate it. We’ve bought some good equipment, you just use it. It means that the workers will turn into the adjuncts to the equipment, and it will be impossible to them people» [8].
          The TPM system is the Japanese know-how. The possibilities of the technologies from the East were first put into practice in Ukraine by “Chumak” company founded in 1996 in Kahovka as a joint Ukrainian-Swedish company. At present, the company is considered to be the biggest foreign investment in Khersonskaya Region. The three company’s factories manufacture their production labeled by the trademark “Chumak” and “Darina”, which includes ketchups, mayonnaise, sauces, tomato paste, tomato juice, sunflower oil and tinned vegetables and fruit [9].
          Introduction of the “Production of the World Rate” program became a unique case which made it possible to unite the staff of the company, motivate them, overcome the difficulties together and solve their common tasks [10].

CONCLUSION

          The TPM system is a system of common technical maintenance. This method, oriented to the team work, is supposed to involve the whole staff into a constant improvement process of the equipment maintenance. Due to this, the production cost is possible to be reduced. In general, it can be said that effective work oriented to the production quality is conditioned by the quality system, introduced to the production process. This system must function efficiently, constantly improving according to the changing inner and outer conditions of work. It is most important that production must be certified according to the quality standards stated by the current legislation. All these factors make for high competitiveness of the products and services, which provide successful work of an enterprise. The management of any enterprise is the decisive factor, since the work of the whole enterprise depends on their general attitude to the process and quality of their production.

REFERENCES(in Russian)

  1. Пшенников В.В. Качество через ТРМ, или о предельной эффективности промышленного оборудования. http://tpm-centre.ru/page.php?pageId=26&menuItemTreeCode=020404
  2. Общее знакомство с ТРМ http://www.itpedia.ru
  3. Стерляжников А.Н. Система, созданная для получения прибыли//Методы менеджмента качества.-2005.- №5. – С. 7-12.
  4. Искандарян Р.А. Организационная структура продвижения ТРМ// Методы менеджмента качества.-2004.-№10.-С.8-11.
  5. Искандарян Р.А. Тематические группы в развертывании ТРМ // Методы менеджмента качества. - 2003. - № 10. - С. 9-13.
  6. Как внедрить ТРМ на предприятии? http://leanzone.ru
  7. Учет потерь в ТРМ http://quality.eup.ru
  8. Накамура Х. Проявление духа предпринимательства и жизнеспособности промышленности. - "Японское чудо" и советская экономическая реформа / Японские предложения по реформе экономики в Советском Союзе / Под ред. Инаба Х., Цуцуми С. - М.: НИЦ "Шелковый путь", 1991. - С. 141.
  9. Kомпания «Чумак» http://www.companion.ua
  10. Сертификат ТРМ. Фабрика «Тетра Пак» http://www.klubok.net

Important

          In writing this Autosummary master's work is not yet completed. Final completion: December 2010. Full text of the work and materials on the topic can be obtained from the author or his manager after that date.