University of Technology and Life Sciences
Summary
Modern management, effectiveness maintenance and exploitation of machines are much more than traditional repair making and equipment preservation. The abil-ity of the whole organization to survive depends on effective strategies, the mainte-nance of effectiveness, the technical service of machines, and the financial shape of an enterprise. The TPM method is becoming a modern tool of the maintenance of machine effectiveness in many enterprises.
Keywords: the notion of machine exploitation system, evolution of system changes, task effec-tiveness of machines, quality management, TPM method
1. Introduction
The complexity of present technique, electronics and robotics is growing, and they influence computer steering in all spheres of life, including exploitation quality of machines. This brought many changes in the structures of enterprises, influencing the modernization of applied methods of management, production, as well as the maintenance of the technical effectiveness of machines.
The technical progress makes it possible to design and realize autonomic external systems, as well as supervision of the changes of the technical state, which reduces the costs of technical service in exploitation time. Usually the computer of a device enables to detect the ineffectiveness of objects, before it leads to serious after-effects, or even destruction. Change supervision in diagnosing machines of technical state parameters enables to detect a change of machine state or effectiveness often, or even warns before the coming damage on time.
Such an approach used to opinion the changes of state parameters of diagnostic signals is called preventive and can be applied as repair prophylaxis. In a real exploitation activity of an organization, it makes the following possible: planning the technical service, the control of costs of service, steering the stores of interchangeable parts, assembling and analysing diagnostic data, registering damages and using operating investigations to model the questions of machine use and service.
These are the aims of rational exploitation: the achievement of desirable quality, maximiza-tion of economic period of machine use and productive equipment, together with the maintenance of safe exploitation conditions and maximization of their productive abilities. All this influences the need to minimize production costs and assure machine effectiveness, and also have a few pauses in the process of production [6]. Effective achievement of the above-mentioned aims is possible with the use of the TPM method, described thoroughly in literature [1,2,3,8], as well as being the object of qualitative investigations of this study.
2. TPM and its aims
Total Productive Maintenance (TPM) is a system of the maintenance of task effectiveness (the productiveness) of machines and devices. TPM is the management of technical systems, in the aspect of effectiveness maintenance, technical readiness and safety of exploited machines. To reach these aims, one should:
• alter “machines” of old construction for modern ones, so that they are: unfailing, durable, susceptible, easier to use and service;
• alter the policy of maintenance of machines effectiveness, introducing the following principle: “better prevention than treatment”;
• alter the obsolete organization of exploitation system of the maintenance of effectiveness and technical services for modern strategies. In future perspective, it marks new tasks and roles for workers of movement maintenance, as well as their greater authorization.
The aims of TPM strategy are as follows:
• modern systems of maintenance of technical effectiveness of machines; • the reduction of costs connected with unforeseen stops due to damage;
• the reduction of global costs of durable centres (the investment) thanks to the prolongation of the life span of machines and devices;
• the reduction of isolated product costs thanks to better utilization of effective and safe ma-chines;
• the improvement of stability of productive processes – the process ensured by machine quality is the guarantee of product quality and smaller costs.
In order to achieve these aims, one should make sure that the following conditions are ful-filled: autonomic device management by workers with greater commitment, the growth of the workers' confidence, pleasant surroundings of a workplace, as well as the growth of workers' safety.
The introduction of the TPM method requires the commitment of workers of the whole firm, as well as monitoring the effects of the introduced changes and their possible correction [7].
In traditional style, the maintenance of movement (task effectiveness of machines) is often, started extemporaneously in case of the pronouncement of a breakdown. The maintenance of movement propagated by the TPM style is planned, undertaken not only in case of damage or breakdown, but mainly functions as preventive working.
Efficient aims of TPM are:
• the reduction of the amount of damage and the duration of restoring the effectiveness of machines;
• the reduction of damage and breakdown;
• the reduction of the frequency of pauses due to technical causes; • the reduction of workers' stress, resulting from standstills of machines;
• learning how to recognize and eliminate causes of a breakdown before it appears; • the reduction of total repair costs ( the easiness of maintenance);
• endurance increase of components ( the Robust Design).
The above-mentioned aims bring the continuity of machine and device movement, and, in fu-ture perspective, the improvement of their efficiency. An important effect of above-mentioned
issues is the influence on the amount of damage and structure of losses during production, which in essential since it influences the size of losses.
The TPM method, in order to be effective, has to be understood and accepted by the whole crew of an enterprise, both managerial and production. An indispensable element of TPM correct initiation in an institution is training, which, first of all, makes workers familiar with the method, its aims, and the way of realization. The leader of the group, who co-ordinates the working of group, plays the main part here. The first training is organized for the management of a firm. TPM ways of modernization of organizational machine exploitation can be presented during two train-ing phases: general traintrain-ing should last 2,5 hours. One should then acquaint the rest of the crew with the main ideas of TPM, stages of independent preservation, examples from different enter-prises (best in figures of films), the introduction of TPM data on boards etc. To carry out this stage of training, general time of 6 hours should be spent on several thematic trainings.
Next trainings in the workplace should take place systematically. At the beginning of work one should was always consider the aims to be achieved. A group leader or a shift speaker con-ducts these trainings. The manager of the technological section or a foreman who also works in this system is a group leader most often. Then, an analyst worker helps in solving the problems of group works on the basis of the working results in the range of the TPM method. A technician of the technological team and then an engineer of production deals with specialistic maintenance of the movement of machines. Mechanics, electricians or locksmiths serve the technological section with regard to the technical efficiency of machines. The speaker then presents individual changes to the group leader.
All the actions in the TPM method are conducted by specialized groups, and the results and obtained coefficients, as well as current problems of a group arising from the implementation of the TPM philosophy are presented on ”the Board of the TPM”. This is a tool of visual manage-ment. The task is to impart the following: passing on the certainty of steering behaviour, passing on the convictions, as well as enlivening workers' confidence to the introduced changes.
3. TPM in industry
The analysis of investigative needs was conducted, and the investigation of efficiency of the TPM strategy in Fiat Auto Poland (FAP). Thi firm existed under the name of FSM initially (the factory of low-powered cars), and it came into existence in the year 1972. On October 29th 1971 it
officially signed “the contract about technical co-operation and licence”, relating in Poland to 126 model. For the production of Fiat 126 Bielsk was chosen, where as of January 1st 1972 FSM
accepted its name (the factory of low-powered cars). A true industrial complex grew in a short period of time in the neighbourhood of Bielsk. The next factory appeared in Tychy, with the departments for pressing, welding, varnishing and assemblying.[Outline.1]
ORGANIZATION OF FIAT AUTO POLAND
General Director TPM Marketing IT Staff and organization Administratio n and controlling Purchase Trade Car Sektor General Direktor Struktury wirtualne interfunkcyjne Technical Direktor Safty committee ISO 14001 Technological service Planing and menagment Ecology of production Company policy Mechanical Plant Product Managment Controlling
Service Qualit Programme of production
Technicall Service
Engines Plant Transmissions
Plant Body Plant Production in Tychy Production in Bielsko-Biała Individual
Production Production Individual
Outline.1. Structure organizational FAP[4]
In November 1990, the Minister of Possessional Transformations signed the act of transfor-mation of FSM into a joint-stock company. Since that moment in the course of 2 years the enter-prise had to be privatized.
In May 1992 a contract confirming the creation of a new company FIAT AUTO POLAND S. A. was signed. 90% of the capital of the company was bought by Fiat, and 10% was kept by Treasury.
3.1. Computer system profile
Applying a universal technician computer in management decides in the present economy about success in a huge degree. The delivery of required information to a suitable place and at proper time is most often the critical element in controlling a firm. The more effective the informa-tive system of an enterprise is, the greater chance for victory this enterprise has in competition [4]. The current computer system is administered by the Service of Systems FAP, and it is the re-sult of a long developmental process in computer science, dating from the beginning of enterprise existence. The base of maximum application of this system is Fiat Auto in Turin.
It in first phase of system development, the so called ”harmonization” with Fiat Auto took place; in the years 1992–1995 the technical – organizational, as well as computer indispensable systems started functioning in organizational arrangement of the firm [4]. In Central Computa-tional Centre in this period the technology of the exchange of data was mastered from Turin for the utilization of own satellite, as well as internal network and optical fibers.
The system of calculation for the whole company was modernized. It is a typical example of the use of computer technique to manage the central gathering of data. However, in line with the present tendency in world computer science, FAP gathers more and more features of decentralized arrangement of co-operating with computer stations. In modern firms stress cannot be placed exclusively on deaf and blind terminals independent of the whole central computer. Individual positions have to co-operate and to communicate in the most convenient and quick way.
Since the year 1997, FAP has administered all the computer systems. This principal stage of harmonization marks will last till they will be faster than a yearly harmonizing cost of about 21 million dollars [4].
Computer systems present in Fiat Auto Poland deal with all the areas of management today. Over 800 personal computers and 1500 informative terminals were given to users. Approximately 40 kilometres of internal network of broadcast data were used. FAP possesses two own satellite links across Eutelsat and two radio-lines. The informative system steers the processes of the flow of materials and of productive lines; it helps administrative works, as well as engineering activity in the frames of the CAD / the CAM systems. This system co-operates from Fiat Auto dealers, tradesmen and banks.
The company rents at present seven accounts of Internet access. It is a network of Intranet type which carries name Fiat network here. The Intranet is an internal network, closed for external world, with clear and definite principles of confidentiality in using with supplies.
Electronic Exchange of Data (EDI – Electronic Data Interchange) is a different kind of com-puter network. Its work depends on an automatic exchange between partners' comcom-puters and standard electronic announcements which steer the co-operation. At present, in FAP system this is exploited by all the foreign tradesmen, along with national in the range of logistic information. This is the first company in Poland to exploit this system on industrial scale.
A traditional medium of technical information, which until recently was a hand-made tech-nical drawing, was replaced by digital information in computer memory. This information is a base for the computerized technical preparation of production, which is a component of the constructional works, the study of records and steering machine tools. Fiat Auto Poland applied a system of electronic constructional records for the whole production of cars. The processing of pistons also used mathematical models for steering the body. Thanks to the information accessible
in the network of Fiat, simultaneous co-operation of many teams is possible, which shortens the cycles of the new models of cars considerably. The automation of engineering works is one of the most important conditions of competitiveness for the firm in the range of technical development of articles [4]. Video conferences are in FAP one of the most interesting uses of multimedia commu-nication techniques. A technician makes many-sided commucommu-nication including simultaneous exchange of sound and vision possible.
FAP uses equipment by IBM, Digital, Unix. Programmers, packets and program systems in FAP have different characters. They fulfil an auxiliary task in computer system management. Special software is the most important part of computer system. It was created by experts in Turin and is used thanks to the transfer of technology from Poland. Two most important programs are as follows: a program for analysing descriptions with the TPM method, as well as a program for leading statistical analyses.
Data introduced to a computer system have a different character. In the TPM method, these are most often dependable descriptions of events. In case of the SPC method, technical parameters are crucial. The procedure of data input is such that a worker makes measurements or descriptions which are then introduced to a computer with the help of a keyboard [5]. Described software data are processed in the system. In the computer system, FAP management of the quality of produc-tion compiles data coming from different sources. The most important informaproduc-tion comes from "Cards of Intervention” of the TPM method, as well as the data connected with Statistical Control of Process (SPC). The technique of SPC is also initiated beside different methods of improvement of quality simultaneously.
3.2. Computer system connections with TPM
From Cards of Intervention, data are moved to a special programme with the help of a keyboard, delivering the information about the number of stops and amount of breakdown, location of breakdown, time of intervention, lacking quantities. These data are the basis for calcu-lations of relating efficiencies of production, causes of rise and the method of counteraction of cost of lacks, breakdown, standstills of machines [6]. The processed information comes back to the source of rise in the form of concrete decisions of relating qualities of production.
After data from exchanged cards, come unusually essential technician data, helping quality management in the TPM method. Despite the fact that TPM delivers information about processes mainly, this is an invaluable method of steering the quality of production, particularly in an enter-prise in which the quality of goods, exactitude and precision of finish depend on unfailing machine park, as well as decide about future safety of cars users.
3.3. TPM in practical use in industry
In the year 1996 the Institution of Body inflicted a lot of problems. Similar was the situation with the line of processing engine trunks. Damaged machines affected the whole production TPM [5]. Frequent and systematic observations permitted to get to know why devices are so faulty. The experts of the maintenance of total movement knew how to repair a machine. They showed the cause and the ways of defect prevention. The effects are observed after three months. The number of breakdown and long stops got radically smaller. A decision about applying TPM in the whole Fiat Auto Poland was undertaken. This system embraced the whole machine park soon, and all the operators of machines were engaged in its implementation.
The trainings of the system of Complex Maintenance of Machines (TPM) in FAP are a continuation of a process of group creation and of the structure of factory integrated building, which began in the year 1993. Without these workings the correct functioning of the system would not be possible. Its methodological trainings were begun by the management of the company in the year 1996, and then turned to lower management. At the beginning of the year 1997, TPM re-ceived an organizational structure, assuring an instant flow of information in all directions – outline 2.
TPM ORGANIZATION IN FIAT AUTO POLAND
FAP Managment
TPM Managment of Body and Mechanicall Plant
Managment of production TPM Grups
Outline 2. TPM structure in FAP Source: Own study.
In worker groups technological teams were appointed, with foremen as leaders. All partici-pants taking active part was one of the basic conditions of the success, which, in effect, was reached. It was to reach 20–30 proportional improvement in the growth of the real utilization of machines and devices, a radical decrease in the amount of breakdown, and a decrease in the costs of production. At present, the TPM project in Fiat Auto Poland is at the stage of step sixth; the monitoring of the course of realization of intentional aims proves that they are achieved.
There are instructors at the beginning of TPM for productive individuals. For every productive individual (machine or a team of devices) there is an instructor. TPM includes workers, as well as the Manager of the Technological Section, who is the leader of the group.
4. Economical analysis of TPM costs
The cost of introduction and performed systematization of the computer system in FAP till present moment equals 21 million dollars. To this sum one should add the costs of workers' TPM, as well as SPC trainings.
Basic costs of quality were:
"of prevention, that is every expense in the sphere of design, supply and production, which is a prevention aim. Costs included herein were as follows: the planning of production, prevention and realization of systems and the procedures of steering workers, quality trainings in the sphere of quality;
"of investigations and opinion, that is expenses for the exploitation of the system of quality [7].
Quality costs of introducing good systems of management are compensated by obtained economies, as well as effective working of these systems in the future. A decrease in losses and costs of repairs, along with a growth of utilization of the ability of supplies, direct repayment of investment are most important advantages. The growth of confidence and the efficiency of work results in better acquaintance of the process and it penetrates the whole organizational structure. Many effects of the introduced innovations and the long – term character bring about the im-provements of quality management[8].
5. Conclusion
The quality of production centres and maintenance of movement, appointed by the shortcut TPM were presented in the article, introducing a new principle in the conception of management across the complex method. This is the present philosophy of management in the area of mainte-nance of technical effectiveness of machines in institutions in which suitable engineering solu-tions, in connection with IT achievements changing the culture of an organization through the prism of the priority of quality goods, leads to success in the maintenance of competitive superior-ities.
Fiat Auto Poland, as one of the first firms in Poland, worked out and initiated this method of quality, as well as connected it with a computer system. The introduction of the above-mentioned method brought intentional results, which were quoted in this publication.
Bibliography
1. SzczepaĔska K., Complex Management Quality TQM, Publishing house Normalizacyjne ALFA-WERO Sp. from about.about., Warsaw, 1998r.
2. The Nagashima the S., Improvement of Management ( the training the frames managerial), the Foundation Polish Centre of Productiveness, Warsaw, 1996r.
3. The integrated Systems of Management, And – sza Conference of Club of Polish Forum 2000, Polanica Spring, IX. 1998r.
4. The book of Integrated System of Management, document the FAP. chosen ( aspects). 5. Organizational regulations, document FAP (chosen aspects).
6. The system of Environmental Management according to ISO 14001, the training materials. 7. Borucki W., Urbaniak M., To define the quality, Problems of Quality of No.12, Warsaw,
1987r.
8. The Borys the T., to Calculate the costs of quality, [in:] the Problems of Quality of No 5–6, Warsaw, 1983r.
SYSTEM TPM JAKO SZANSA PODNIESIENIA JAKOĝCI W PRZEDSIĉBIORSTWIE Streszczenie
Nowoczesne zarządzanie, to skutecznoĞü utrzymanie zdatnoĞci i kondycji eksplo-atacji mechanicznej duĪo waĪniejsza niĪ tradycyjna naprawa. ZdolnoĞü całego przedsiĊbiorstwa do zaspokojenia zdatnoĞci i zdolnoĞci wytwórczej wpływa na efekt całej organizacji, zaleĪna od technicznej zdolnoĞci maszyn TPM jest nowoczesnym narzĊdziem pozwalającym na utrzymanie zdatnoĞci i napraw parku maszynowego przedsiĊbiorstwa słuĪącego do wytworu wielu mechanizmów przedsiĊwziĊü.
Słowa kluczowe: pojĊcie systemu eksploatacji maszyn, ewolucja zmian systemu, efektywnoĞü kondycji maszyn, zarządzanie jakoĞią, metoda TPM
*This paper is a part of POIG of No.. WND-POIG.01.03.01-00-212/09 project. Mariusz ĩółtowski
Wojciech ĩarski
Management Department
