PSPD
ITC LIMITED
Paperboards and Specialty Papers Division
Achieving Maintenance Excellence
Using TPM Philosophy
“The ESFC Way”
Leadership through Innovation
PSPD
 ITC-PSPD (Paperboards and Specialty Paper Division embarked
on its Operations Excellence journey in 2006 and over the years
significant business results have been achieved.
 Adopted TPM philosophy by involving all the people in the organization in
improvement teams and bringing in
• Daily Problem Solving & Kaizen culture
• Best Practices in
1.
2.
3.
4.
5.
6.
Maintenance,
Quality,
Operations,
Safety,
New Product Development,
Skill Development and Service Improvements
 The team structure followed ensures that both Cross functionality to solve
problems and functionality to bring best practices.
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PSPD
Pillar Teams for
Focused
Improvement
Daily
Management
5 S, Visual Workplace
Enablers for
Improvement
Self Assessment & Audits, R&R mechanism
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Office TPM
Early Management
Environment, Health and Safety
Quality Maintenance
Education and Training
Autonomous Maintenance
Focused Improvement
Planned Maintenance
Focused
Improvements
and Setting up
Best Practices
Productivity, Quality, Cost, Delivery, Safety, Morale
PSPD
Pulp Mill
AREA
1
Paper2Machine
AREA
Packing
AREA
3
EVP
ZONE3
SRB
ZONE4
CSP
ZONE1
LK
ZONE2
SRP 4
AREA
Utilities
AREA
5
Stores
Each Processing Unit is further
logically divided into functional
areas/equipments
Entire Plant is divided into logical
Processing Units
Quality
Daily Management
Teams (DMT)-26Nos
Production
Jishu Hozen (JH)
Teams-98 Nos
Operator
Employees: 1700 Nos
Managers: 630 Nos
Maintenance
•
Meeting daily
Operator
Fitter
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Meeting once in
a shift
PSPD
My Machine Concept – Individual Ownership of
Equipment(s) / Area(s) defined
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PSPD
 The early years of the initiative concentrated on bringing the equipment back
to its basic original condition by:
 Attacking forced deterioration – Ensuring basic machine hygiene
 Correcting design weaknesses from the time of installation
 This was achieved by bringing in Ownership or “My Machine” concept
(included both Operators and Maintenance crew)
 Implementation of CLTI checklist
 Checkpoints to assess the health of the equipment when it is in the running
condition using the 3 basic human senses
 The Equipment owners in turn report deviations found (if any)
 This has given enough inputs in-time to carry out the PM Schedules more
effectively.
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PSPD
CHALLENGES
• Plant expansion and
addition of newer
technologies and
machineries
• Old people moving out and
new people coming in
• Some of the breakdowns
attributable to the lack of
Knowledge and Skill
CHOICES
• Recruitment of experienced
operators and technicians
• Hiring External Technical
trainers
• Developing a robust InHouse Maintenance
Technical Development
facility – A long term
solution
Slide - 7
Leadership through Innovation
7
7
PSPD
A 10 Step Approach of implementation
Leadership through Innovation
PSPD
 Knowledge enhancement of JH members who learn in detail about the
function of their equipment in the entire process, equipment construction and
working principles
 Skill enhancement of JH members
 To support JH members to carry out simple abnormality rectification on their
own.
 Understanding the importance of their daily CLTI checks and identify the
impact it has on the health of the equipment.
 To identify and correct quality related issues immediately
 Prediction of possible failures to avoid breakdowns
 Creation of trainers within the JH teams who can transfer knowledge.
PS: This is a hands on learning exercise and the JH members are involved at every
step by getting support from DMT members and participate in live dismantling /
assembly of equipments as far as possible.
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PSPD
10 Steps of ESFC:
1. Identification of Basic Machine Elements
2. Preparation of Training Packs& On-Job Training Curriculum
3. Creation of Equipment System Flow Chart
a) Process Flow Diagram
b) Equipment System Flow Diagram
4. Creation of Schematic Diagram
5. Identification of items for mapping problems
a) Identification of Parts List
b) Identification of Overall Inspection Items
6. Creation of Part-Problem Matrix
7. Creation of Inspection Checklist
8. Preparation of Know-Why Sheets
9. Creation of Inspection Manual
10. Training of Workforce
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PSPD
:
It is used to identify the various machine elements that JH members will be trained on
and also the major parts that will be depicted on the Process Flow diagram & Equipment
system flow diagram respectively.
Machine elements will help in identification of subjects for training packs and help
employees in understanding the various parts in their respective equipments
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PSPD
Leadership through Innovation
PSPD
Pack preparation and OJT curriculum designing was a step in which training materials / content were
prepared in-house (based on our belief that internal faculty and training pack creators are better positioned to
understand the needs and can customize training contents to suit the technical needs of the in-house
recipients)based on the machine elements identified in Step 1. These packs were prepared for training the JH
members on basic machine concepts.
-
-
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1200 Training Packs
created by involving
each and every
Manager
Developed within 1
Year
PSPD
A) Process Flow Diagram
Creation of Process Flow diagram involved logically interlinking all the processes
in a particular JH to facilitate easy understanding of the Overall Process.
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PSPD
B) Equipment System Flow Diagram
This step firstly involved splitting the Process Flow diagram into logical sub-processes. Each
sub-process was then depicted on a separate chart interlinking all the equipment. The energy
flow in the sub-process was depicted here and therefore the internals of the equipment were
shown in this case.
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PSPD
Preparation of process flow charts and identification parts list
by JH members
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PSPD
The step intended to give a detailed knowledge of parts of the equipment to JH
members. This involved dismantling the equipment where ever possible.
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PSPD
Identification of Parts list helped the JH team members to understand the various
components that constitute the whole equipment.
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PSPD
This step involved collation of all checklists pertaining to the equipment (i.e. Condition
Appraisal/PM task list/Condition Monitoring/CLTI) into a single consolidated sheet.
This list was compared later with a part-problem matrix (post Step 6) to know the
missing checkpoints and JH members would subsequently update it at a later stage.
Leadership through Innovation
PSPD
This step involved mapping of equipment parts to the possible failure modes (problems) of the
sub-equipment.
The output of this exercise was a part-problem matrix (mentioned in Step 5 B) which was used
by JH teams to compare and update their current checklists.
This also ensured standardization of checklists for similar equipment across the mill.
A
B
C
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PSPD
This step involved mapping of existing checkpoints (as collated by the team in Step 5
B) with the part-problem matrix (created in Step 6) and inclusion of missing
checkpoints for the respective equipment in the teams
B
A
C
Step 2
Step 1
Inclusion of missing
checkpoints after
comparing with partproblem matrix
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PSPD
Step involves the creation of Know-Why for inspection points (Knowing Why timely
checking of a particular checkpoint was critical and how non-conformance would be
detrimental for the respective equipment/process/quality.
1 Valve stem
Check the stem condition
STOP CHECK No cracks/No damage
PM
Eye
2 Valve nut
Check the Nut Thread condition.
STOP CHECK No damage and no wear out.
PM
Eye
3 lock Ring
Check the Lock Ring condition .
STOP CHECK No damage and no wear out.
PM
Eye
4 stem pin washer
check the pin washer
RUN CHECK No damage/ no loose
CLTI
Eye
4 Valve plug
Check the plug seating condition
STOP CHECK No damage and no `wear out.
PM
Eye
5 split Ring
Check the split ring condition
STOP CHECK No damage and no wear out.
PM
Eye
6 Adjusting nut
Check the adjusting nut condition
STOP CHECK No damage and no wear out.
PM
Eye
7 Spring
Check the spring condition
RUN CHECK No damage / No crack
CLTI
Eye
8 packing gland
check the gland condition
STOP CHECK No damage
PM
Eye
ONCE IN valve stem damage>poppet valve not
THREE YEARS work > soot blow not Effective
check nut thread damege>stem will
ONCE IN
play> steam passing will occure>popet
THREE YEARS
valve fails in operation
lock ring damages> pressure seeting of
ONCE IN the poopet valve changed due to stem
THREE YEARS will play> steam passing will
occure>popet valve fails in operation
Stem pin washer damages>stem will
Daily
play> steam passing will occur>popet
valve fails in operation
Valve plug damages> steam passing
ONCE IN
will occure>popet valve fails in
THREE YEARS
operation
split ring damages>stem will play>
ONCE IN
steam passing will occure>popet valve
THREE YEARS
fails in operation
Adjusting Ring damages> pressure
seeting of the poopet valve changed >
ONCE IN
steam may be come may not be come
THREE YEARS
at certain pressure >popet valve fails
in operation
Spring damages> pressure seating of
the poppet valve changed > steam
Daily
may be come may not be come at
certain pressure >poppet valve fails in
operation
Packing gland damaged> stem leak
ONCE IN
>sufficient steam will not go to inside
THREE YEARS
blow pipe> soot blow will not effective
Leadership through Innovation
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
P
Pitting
Scoring
Seizure
P
P
P
Wear out
Know Why for Inspection point
Shaft play
Ideal Condition
Expansion of
Holes
Inspection Point
Bending
Part Name
If in
Whether in PM/CLTI/Con
PM/CLTI/C
dition
Frequency of
ondition Monitoring
Inspection
Monitoring check list,
check list
How to
inspect
Oil / Grease
leakage
S.No
Type Of
Inspection
(Run/Stop
.Workshop)
Cracking
KNOW WHY SHEET FOR POPPET VALVE
This helped the JH members to understand the relevance of the inspection points.
P
P
P
P
P
P
P
P
PSPD
 This step involved the collation of the outputs of Step 1-8 into a single manual
at the equipment level
 It is a live document with Why-Whys and OPLs (One Point Lessons) being
added as and when they are made.
 It helped in the training the JH member (existing Equipment owner) on a
particular equipment and also acted as a ready reckoner for his successor in the
event that the ownership was transferred.
 Also, unlike an OEM equipment manual which is cumbersome to refer to
especially by the employees who may not be having a formal background, as this
entire ESFC is done as a hands on exercise by the employees, ease of
accessing and connecting to the field equipment is far more easier.
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PSPD
 This step involved training of the JH member on his specific using the Inspection
Manual.
Classroom training
Practical Training session underway
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PSPD
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PSPD
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PSPD
In-House online training facility :PSPD VIDYALAYA http://pspdbcmweb
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PSPD
 After involving shop floor person (JH member) who is an owner of a equipment,
once he has gone through the entire exercise of ESFC (from Step-1 to Step-10),
he is able to understand the importance of each part
• its working principle
• And possible ways in which it can fail.
 This knowledge has enabled the process operator to operate the equipment
under standard condition, resulting in,
• less wear and tear of parts
• Improved understanding of engineering crew member on the importance of
the equipment health condition for good quality product
• The entire experience of the exercise was appreciated by the workforce
especially the ones who did not have any formal training in the past. .
Leadership through Innovation
PSPD
Post mill-wide training using the ESFC concepts substantial benefits where observed
in terms of Maintenance and Quality KPI improvement.
 Increase in Kaizen Generation due to better awareness of equipments.
 Improvement in Skill Index of JH members due to better understanding of
phenomena.
 Break downs reduced due to improvement of knowledge on equipments.
 Developed trainers internally to train JH members.
Leadership through Innovation
PSPD
Kaizens Implemented –Avg per month
1800
1st Round of
Training
Completed
ESFC
Initiated
1600
1645
1400
1200
Numbers
200%
1000
793
800
579
600
454
400
200
162
254
0
2009-10
2010-11
2011-12
2012-13
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2013-14
2014-15
PSPD
5
1st Round of
Training
Completed
ESFC
Initiated
4
3.64
3
2.29
1.86
2
1.5
1
0
2010-11
2011-12
2012-13
Leadership through Innovation
2013-14
PSPD
1st Round of
Training
Completed
ESFC
Initiated
35
30
30
28
25
20
16
15
10
5
5
1
0
2010-11
2011-12
2012-13
2013-14
Leadership through Innovation
2014-15
Case Study - 1
Reduction of specific steam consumption in Evap #3 from 145 kg/m3 of
WBL to 141Kg/M3 by Mr Venkatewarlu, Operator –Evap JH team
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PSPD
PSPD
Case Study -1 Contd..
Before Kaizen
After Kaizen
Vapour
going to
2A body
Vapour going
to 2A body
Vapour
going to
2B body
Steam Body
Steam
Body
SCFT
1
Circulation Pump
Transfer Pump
WBL consumption
WBL consumption
HBL production
Water evaporation
LP steam consumption
90% Condensate recovery
Temperature difference
Total energy
Converted into LP steam
Total saving per year
Vapour
going to
2B body
SCFT
1
SCFT
2
SCFT
3
Condensate Temp
avg 95.13 deg C
4600
4945
1167.569444
3777.430556
673.33878
606.004902
7.97
4829.859069
8.94418346
22.32468192
m3/day
Tons/day
Tons/day
Tons/day
Tons/day
o
C
K cal
Tons/Day
Lacs/year
Circulation Pump Transfer Pump
SCFT
2
Vapour
going to
2C body
SCFT
3
Condensate Temp
avg 87.16 deg C
Savings:Rs.22.32 Lacs / Year
•This idea has evolved after better
understanding while preparation of
process flow chart which includes
operating parameters
Leadership through Innovation
Case Study - 2
PSPD
Elimination of Lime Kiln#1 ESP emitting rapping anvils repetitive failure
by Mr Ram babu –Fitter (Lime Kiln JH)
Occurrence: Three per year
Analysis: During why-why analysis
reasons could not be found and anvil
fixing bolts replaced during every
breakdown. Even after changing the bolts
failure repeated.
While preparation part problem matrix
one it was understood from manuals that
weight of hammer is important with
respect to anvil fixing bolts design.
Action initiated: Replaced with right
weight hammers and OPL made to avoid
future mistake
Benefits: Lime kiln down time reduced
Leadership through Innovation
PSPD
"An empowered organization is one in which individuals
have the knowledge, skill, desire, and opportunity to
personally succeed in a way that leads to collective
organizational success."
--Stephen Covey
Journey continues……………………………..
Leadership through Innovation