IMPORTANCES

Office TPM and its Benefits

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

2. Better utilized work area;

3. Reduce repetitive work;

4. Reduced inventory levels in all parts of the supply chain;

5. Reduced administrative costs;

6. Reduced inventory carrying cost;

7. Reduction in number of files;

8. Reduction of overhead costs (to include cost of non-production/non-capital equipment);

9. Productivity of people in support functions;

10. Reduction in breakdown of office equipment;

11. Reduction of customer complaints due to logistics;

12. Reduction in expenses due to emergency dispatches/purchases;

13. Reduced manpower; and

14. Clean and pleasant work environment.

PILLAR 8—SAFETY, HEALTH AND ENVIRONMENT

Target

1. Zero accident,

2. Zero health damage, and

3. Zero fires.

In this area focus is on to create a safe workplace and a surrounding area that is not

damaged by our process or procedures. This pillar will play an active role in each of the other

pillars on a regular basis.

A committee is constituted for this pillar, which comprises representative of officers as well

as workers. The committee is headed by senior vice 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 various competitions like safety slogans, quiz, drama, posters,

etc. related to safety can be organized at regular intervals.

Today, with competition in industry at an all time high, TPM may be the only thing that

stands between success and total failure for some companies. It has been proven to be a program

that works. It can be adapted to work not only in industrial plants, but also in construction, building

maintenance, transportation, and in a variety of other situations. Employees must be educated and

convinced that TPM is not just another ‘program of the month’ and that management is totally

committed to the program and the extended time frame necessary for full implementation. If

everyone involved in a TPM program does his or her part, an unusually high rate of return

compared to resources invested may be expected.

The industrial waste and scrap consists of spoiled raw-materials, rejected components, defective

parts, waste from production departments etc. involves some commercial values. They should be

disposed of periodically and proper credit of the amount should be taken in the books of accounts.

Hence, waste management places an important role in managing operations. Wastes can be

categorised into obsolete, surplus and scrap items.

1. Obsolete items: These are those materials and equipments which are not damaged and

which have economic worth but which are no longer useful for the Company’s operation owing

to many reason such as, changes in product line, process, materials, and so on.

2. Surplus items: These are those materials and equipments which have no immediate use

but have accumulated due to faulty planning, forecasting and purchasing. However, they have a

usage value in future.

3. Scrap: It is defined as process wastage, such as, turnings, borings, sprues and flashes.

They may have an end-use within the plant having commercial values. Hence, should be disposed

of periodically

Rationalization: Sometimes raw materials are renationalized so as to minimise variety

and simplify procurement. The rationalization process renders some items as surplus or obsolete.

3. Cannibalization: When a machine breakdown occurs, sometimes it is rectified using

parts of an identical machine which is not functioning due to various reasons. This process of

‘cannibalization’ is not uncommon in many project-based industries. When continued unchecked,

this results in obsolete and scrap items.

4. Faulty planning and forecasting: The marketing department may have projected a sales

forecast which might be on the higher side. Any material planning has to be based on sales

forecasts and this could result in surplus items. Wrong indenting by the user departments also

leads to accumulation.

5. Faulty purchase practices: Sub-optimizing decisions like buying in bulk to take care of

discounts and transportation economy without taking into account factors such as, shelf life,

storage space requirements and technological changes once again lead to the accumulation of

surplus and obsolete stocks.

6. Other causes: Many items are held as insurable spares for many years without any

consumption. Faulty store-keeping methods, without adequate preservation, lead to spoilage.

Inferior materials handling, improper codification and poor manufacturing methods also result in

obsolete, surplus and scrap items. Poor maintenance of machine tools may result in excessive

tools wear and greater process