The main purpose of the company implement improve activity is to promote the work efficiency and cost effectiveness of manufacturing. This will strengthen the company and help it to maintain it¡¦s competitive edge. The goal of the improve management activity, is to ensure the constant internal improvement of the company. By method of case study, this research explores the key success factors of the Total Productive Maintenance (TPM). The TPM activity is based on a system of Preventive Maintenance (PM) from the U.S. It was introduced to Japan between 1950 and 1960. Here it was developed into the TPM activity. Taiwan started using the TPM in 1994. Since then it has made a huge contribution to the improvement and success of many companies. At the time YIEH PHUI also decided to implement the TPM activity. In 1998 after visiting some of the companies where the activities was successfully implemented YIEH PHUI also started using the TPM activity. After one year the OEE (Over All Equipment Effectiveness) of eight productive lines was increased by 10%. The company which was already experiencing a great OEE, was surprised by the great improvement caused by the TPM activity. By 2003 the company had 11 production lines and the OEE had increased by a staggering 30%. This left the company with a 97% OEE. Compare this to the 67% OEE of 1998 and the success of the TPM activity becomes clear. What was the key factor responsible for this improvement? This is what will be explored in the rest of the paper. Now there are a variety of improve management activities in Taiwan. Some companies implement these activities with great success, while other companies are not successful. Why? What is the problem? In my case study, it was found that to be successful you not only need support from top management, but also from the head of each department. The other key factor is that each employee must feel that they also benefit from this activity. This will improve their performance. This improved performance will reflect in their monthly bonus. This will motivate the employee which in turn will lead to better progress. The design of the activity should be kept as simple as possible. The most complicated decision you¡¦d have to make in the process of implementing the activity is whether you want it or not. The research results might be a helpful reference to companies considering the implementation of the TPM activity.

Submitted by Patrícia Valim Labres de Freitas (patricial) on 2016-03-30T19:29:12Z No. of bitstreams: 1 Gustavo Adami.pdf: 2445130 bytes, checksum: d010b74234328835418d4d0ff2a01f40 (MD5) / Made available in DSpace on 2016-03-30T19:29:12Z (GMT). No. of bitstreams: 1 Gustavo Adami.pdf: 2445130 bytes, checksum: d010b74234328835418d4d0ff2a01f40 (MD5) Previous issue date: 2015-12-23 / Nenhuma / Características existentes no processo de produção da indústria de fluxo contínuo, particularmente a petroquímica, requerem que a medição de eficiência inclua características diferentes da indústria de produção intermitente, tais como a maneira de quantificação dos produtos finais e a natureza das perdas que são consideradas no cálculo da eficiência de produção. Indicadores de eficiência global de produção tipicamente são derivados do OEE (Overall Effective Equipment), proposto por Nakajima (1988) para a indústria de produção intermitente e, por vezes, são utilizados em indústrias de produção contínua sem uma análise prévia de suas limitações. Doze indicadores identificados na literatura foram analisados e comparados com características do processo de produção da indústria petroquímica, obtidos a partir da revisão teórica e de entrevistas com profissionais e pesquisadores dessa indústria. Dessa análise identificou-se que o indicador OAE (Overall Asset Efficiency) apresenta maior aderência em relação à classificação de perdas e às características do processo de manufatura da indústria petroquímica. Os resultados de eficiência global de produção obtidos através da utilização do OAE foram confrontados com os provenientes do OEE e do TEEP (Total Effective Equipment Productivity), com base em dados reais de uma empresa localizada no Pólo Petroquímico do Rio Grande do Sul. Os resultados obtidos através do cálculo de eficiência utilizando o indicador selecionado OAE, se mostraram mais descritivos da realidade da empresa quando comparados com aqueles atualmente utilizados. Outras práticas que geram interferências sobre o cálculo do OEE também foram identificadas nas entrevistas. Ainda, foi identificada a necessidade de uma discussão mais ampla no sentido de melhor definir os conceitos de capacidade e nível de atividade na indústria petroquímica e sua estimação operacional para fins de análise de eficiência, bem como, a incorporação de termos relativos à eficiência de insumos e custeio na análise de eficiência operacional global dessa indústria. / Due to singular characteristics present in the production of continuous flow process industry, especially petrochemical, efficiency measurement require different features of intermittently producing industry, such as how to quantify the final products and the cause of the losses that are considered in the calculation of production efficiency. Production efficiency indicators are typically derived from the OEE (Overall Equipment Effective) proposed by Nakajima (1988) for intermittent production industry, they are sometimes used in continuous manufacturing industries without a prior analysis of their limitations. Twelve indicators identified in the literature were analyzed and compared with features of the petrochemical industry production process, obtained from theoretical review and interviews with professionals and researchers in this industry. This analysis identified that the indicator OAE (Overall Asset Efficiency) has a better production losses structure and fits the characteristics of petrochemical manufacturing process. The results of overall production efficiency obtained using the OAE were compared with results from OEE and TEEP (Total Effective Equipment Productivity), based on manufacturing data from a company located in Rio Grande do Sul petrochemical complex. The results obtained from the efficiency calculation utilizing the selected indicator OAE, are more descriptive of the company situation when compared to those currently used. Other practices that causes interference on the calculation of OEE were also identified in the interviews. It was also identified the necessity for a broader discussion in order to better define the concepts of capacity and activity level in the petrochemical industry and also the operational way define them in order to make analysis of efficiency as well as the incorporation of terms concerning the efficiency of inputs and costing the analysis of overall operational efficiency of this industry.

The purpose of this thesis is to implement Total Productive Maintenance (TPM) in Nigeria Plastics Manufacturing Company. Manufacturing companies round the world pay huge amount of money for purchasing new equipments to boost their production however nothing or little is done to achieve or obtain full output from the machine for which it is intended to do. Small losses in time or deviations from planned or calculated capability are taken as usual machine performance. But currently as a result of improved capability levels and demand of quality product at lower prices, purchasing latest machine/equipment is not a way out unless it is completely used. Total Productive Maintenance (TPM) is a method that involve everybody totally, from high management to all workers to implement a complete maintenance program for all machine/equipment during its life. This method ends up in most effectiveness of tools, equipment, virtuously improved workers, tidy up working area, neat and clean working environment. A structure is going to be developed with the potential of evaluating the impact of implementing total productive maintenance within. By evaluating the result or outcome of Total Productive Maintenance (TPM), manufacturing companies can create sensible/smart decisions to improve the potency and standard of the machine, equipment and also the product on XYZ Plastics Manufacturing Company in Nigerian.

The theoretical part of this master’s thesis introduces to the reader problems of production management tools, and optimization of the manufacturing process. It explains basic concepts, principles and methods that has aim to clarify systems and methods used in the practical part to the reader. The practical part describes the implementation of these methods and optimization of specific part of the manufacturing process. The result of optimization is evaluated from the perspective of time and finance.