En el presente trabajo se describen los resultados alcanzados de incorporar las herramientas del Mantenimiento Productivo Total para mejorar el nivel de calidad, reducir el desperdicio y Producto No Conforme en el proceso de Flexografía en la empresa Amcor. En primer lugar, se hizo el análisis de la situación actual, en la cual se identificó que la empresa tiene problemas de baja calidad en el proceso de fabricación del envase flexible proveniente del proceso de Flexografía, lo cual se debe al alto índice de desperdicio y producto no conforme, causados por la falta de procedimientos estandarizados. En segundo lugar, se utilizó la metodología del Mantenimiento Productivo Total aplicando los pilares del Mantenimiento Autónomo y Planificado a fin de solucionar los problemas sistémicos del operador. A raíz de ello, se estandarizó los procedimientos de limpieza de limpieza y trabajo. También, se insertó tareas básicas de mantenimiento al operador empleando el mantenimiento autónomo, logrando reducir los problemas sistémicos en el proceso. Por último, con la implementación del TPM aplicando los pilares del Mantenimiento Autónomo y Planificado se logró aumentar la tasa de índice de calidad de 92% a 95%, reducir el desperdicio por empalme y defectos en un 13% y 17% respectivamente, y el Producto No Conforme en un 17%, logrando un ahorro anual de USD 320,512. En resumen, la implementación de Mantenimiento Productivo Total en el proceso de Flexografía con los resultados obtenidos puede ser útil a los investigadores que necesiten mejorar los procesos de producción en una organización. / This work describes the results achieved by incorporating the tools of Total Productive Maintenance to improve the level of quality, reduce waste and Non-Conforming Product in the Flexography process in the Amcor Company dedicated to the manufacture of flexible envelopes. In the first place, the analysis of the current situation was made, in which it was identified that the company has low quality problems in the manufacturing process of the flexible packaging from the Flexography process, this is due to the high rate of waste and non-conforming product, caused by the lack of standardized procedures. Secondly, the methodology of Total Productive Maintenance was used applying the pillars of Autonomous and Planned Maintenance in order to solve the systemic problems of the operator. As a result, cleaning and work cleaning procedures were standardized. Also, basic maintenance tasks were inserted to the operator using autonomous maintenance, managing to reduce systemic problems in the process. Finally, with the implementation of the TPM applying the pillars of the Autonomous and Planned Maintenance, it was possible to increase the rate of quality index from 92% to 95%, reduce waste by splicing and defects by 13% and 17% respectively, and the Product Not Conform to 17%, achieving annual savings of USD 320,512. In summary, the implementation of Total Productive Maintenance in the Flexography process with the results obtained, may be useful to researchers who need to improve production processes in an organization. / Mantenimiento Autónomo / Tesis

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / Nowadays, SME industries in the plastics sector fail to work with their maximum installed capacity, among the main factors are lack of market, normal or inevitable and conventional or technical stops, will be dealt with in this investigation. The problem is evident in 71.45%, the average percentage of capacity used in the plastics industries in Peru. Therefore, this article proposes the development of a three-phase production model and complements the Planned Maintenance pillar with Lean tools that seek to improve the capacity used by 17% in industries in the sector. The model starts with the 5S as a basis and support to standardize the ordering and cleaning habits to continue with SMED and Planned Maintenance of TPM. The model was validated with an implementation, an 18% increase in the production capacity used, so it can be concluded that the proposal for improvement presented serves as a reference for future research.

The content of this thesis is a set of approaches that lead to a leaner enterprise. Besides the basic lean methods that are described in the theoretical part of this paper, the most attention is devoted to total productive maintenance (TPM). The practical part of this paper primarily focuses on a complete analysis of the maintenance system in Parker Hannifin and then on a project designed to implement the basic elements of TPM in the above mentioned enterprise. At the end of the piece, the project is evaluated and further ideas and recommendations for the future development of TPM in the enterprise are proposed.

Este artículo se centra en la aplicación de mantenimiento planificado y del TPM en áreas administrativas, pilares del mantenimiento productivo total (TPM) para incrementar el rendimiento de las máquinas de una línea de envasado de polvos químicos en una PYME del sector industrial farmacéutico. La industria farmacéutica es un sistema complejo de equipos y procesos avanzados. Después de los recursos humanos, la salud de la máquina / equipo describe la fortaleza de una organización. Primeo, se examinan las seis principales pérdidas en la eficiencia global en función del tiempo, encontrando averías y falta de materiales como factores principales, incluido el ausentismo y la entrega tardía de los productos. Todo perteneciente a paradas no planificadas. Se generó un plan de gestión de mantenimiento y un sistema de gestión administrativa para mejorar las condiciones de la empresa. En segundo lugar, debido al mantenimiento planificado, el rendimiento del equipo y la eficiencia general del equipo (24-33%) se verán afectados en un 40% (25-35%), reduciendo el tiempo de avería en un 20% (627-501 horas) y aumentando la eficiencia de compra en 30% (61,60-80,2%). El presente trabajo de investigación muestra los beneficios de TPM en simultáneo con GMP (Buenas Prácticas de manufactura) en la industria farmacéutica de pequeñas empresas (PYME). / This article focuses on the application of planned maintenance and TPM office, pillars of total productive maintenance (TPM) to increase the performance of the machines of a chemical powder packaging line in an SME in the pharmaceutical sector. The pharmaceutical industry is a complex system of advanced equipment and processes. After human resources, machine / equipment health describes the strength of an organization. First, we will examine the six major losses in overall efficiency as a function of time, finding breakdowns and lack of materials as main factors, including absenteeism and late delivery of products. All belonging to unplanned stops. A maintenance management plan and administration management system were generated to improve the conditions of the company. Second, due to planned maintenance, the performance of the equipment and the overall efficiency of the equipment (24-33%) will be affected by 40% (25-35%), reducing breakdown time by 20% (627 -501 hours) and purchasing efficiency of 30% (61.60-80.2%). The report is to show the benefits of TPM simultaneously with GMP (Good Manufacturing Practice) in Small Business Pharmaceutical Industry (SMEs). / Trabajo de investigación

La producción de plásticos en el Perú se ha incrementado en años recientes debido a la demanda constante para el uso de su población y con ello se muestra la realidad de las industrias PYMES del sector plástico puesto que presentan ineficiencias al trabajar con su máxima capacidad instalada, dentro de los principales factores se encuentran la falta de mercado, las paradas normales o inevitables y convencionales o técnicas. Existen investigaciones que aplican herramientas Lean Manufacturing de manera individual con enfoques en solucionar causas específicas de las paradas que ocurren en el sector plástico. Por lo tanto, este documento se enfoca en la aplicación integral de tres herramientas Lean Manufacturing en una PYME para mejorar su capacidad utilizada de producción. La propuesta de mejora inicia con las 5S como base y soporte para estandarizar los hábitos de orden y limpieza, “Single Minute Exchange of Dies (SMED)” para reducir el tiempo de preparación, y “Mantenimiento Planificado de Total Productive Maintenace (TPM)” para acercar progresivamente la planta productiva a cero averías. La propuesta fue validada con una implementación, en el cual se obtuvo un incremento del 12.57% en “la capacidad utilizada de producción” en corto tiempo. / The production of plastics in Peru has increased in recent years due to the constant demand for the use of its population and this shows the reality of plastics industry SMEs since they present inefficiencies when working with their maximum installed capacity, among the main factors include the lack of market, the normal or unavoidable and conventional or technical stops. There is research that apply Lean Manufacturing tools individually with a focus on solving specific causes of downtime that occur in the plastics sector. Therefore, this document focuses on the comprehensive application of three Lean Manufacturing tools in an SME to improve its used production capacity. The improvement proposal begins with the 5S as a base and support to standardize the habits of order and cleaning, “Single Minute Exchange of Dies (SMED)” to reduce the preparation time, and “Planned Maintenance of Total Productive Maintenance (TPM)” to progressively bring the productive plant to zero breakdowns. The proposal was validated with an implementation, in which an 12.57% increase in “the production capacity used” was obtained in a short time. / Trabajo de Suficiencia Profesional

Major drivetrain components of the Epiroc machines like axles, gearboxes, transmission, torqueconverter, clutch, and bearings are critical components which are focused upon in this thesis. Failure of these major component results in breakdown of the vehicle and if early fault detection is not existing, then this causes engineers and technicians to spend a substantial amount of time to identify the root cause of the failure. Due to this, the machine stands still until the problem is identified and repaired creating a negative impact on customer satisfaction. Thus, failure of these components results in costly downtime. Ways of improving the uptime of the machine have been an ongoing discussion due to costly downtime subjected to component failure. To improve uptime, reduce MTTR, and create acompetitive edge, a drivetrain sensor system is suggested to implement in this thesis that will monitor real-time operating data from these drivetrain components. In this way, the health of the drivetrain will be continuously monitored and if there is any degrade planned maintenance can be scheduled well in advance and spare parts inventory can be managed more efficiently. In addition, this will generate competitiveness for Epiroc products in the market. Epiroc being in competitive business, continuously aims to improve its products and services to satisfy customer needs, improve total cost of ownership, life cycle cost, and increase sales and profit. Epiroc is a leading productivity partner for the mining, infrastructure, and natural resource industries. It develops and manufactures innovative drilling rigs, quarrying, and construction equipment with state-of-the-art technology and provides world-class service and consumables. / Epiroc bedriver konkurenskraftiv verksamhet. Målet är att kontinuerligt förbättra sina produkter och tjänster för att tillgodose kundernas behov, förbättra den totala ägandekostnaden, livscykelkostnaden samt att öka försäljningen och vinsten. Epiroc är en ledandeproduktivitetspartner för gruv-, infrastruktur- och naturresursindustrin. Det utvecklar och tillverkar innovativa borriggar, stenbrott- och byggutrustning med toppmodern teknik och tillhandahåller service och förbrukningsvaror i världsklass. Att förbättra maskinens drifttid har alltid varit en kontinuerlig diskussion på grund av kostsamma stopp som orsakats av komponentfel. Om det uppstår större komponentfel som leder till att fordonet går sönder ochtidig feldetektering inte existerar, leder detta till att ingenjörer och tekniker måste spendera mycket tid på att identifiera orsaken till felet. På grund av detta står maskinen stilla tills problemet identifieras och repareras vilket skapar en negativ inverkan på kundnöjdheten. Viktiga drivkomponenter som axlar, växellådor, transmission, vridmomentomvandlare, koppling och lager är exempel på sådana kritiska komponenter vars fel resulterar i kostnadstopp. För att förbättra drifttiden, minska MTTR och skapa en konkurrensfördel för Epiroc-produkter, presenteras ett drivsystemsensorsystem i denna rapport som möjliggör övervakning av realtidsdata från dessa drivlinekomponenter. På detta sätt övervakas drivlinanshälsa kontinuerligt och om det uppstår någon försämring kan planerat underhåll planeras i godtid och reservdelslager hanteras effektivare. Dessutom kommer detta att skapa konkurrenskraft för Epiroc-produkter på marknaden.

The diploma thesis is focused on the determination of the life cycle state of the production machine. The thesis is divided into several chapters. First, the life cycle of the machine is defined, and the phrase used here is given. Subsequently, the work is devoted to maintenance, repairs and modernization of the production machine. Then there is a demonstration of Schaeffler Skalica's corporate structure and individual methods that determine the state of the machine's life cycle. In the next chapter, the machine is described and then the analysis is made for the current state of the machine. Then the analyses created are evaluated.

With the world economy becoming unpredictable, it has become a necessity for businesses to relook at the way they do business. The world has become competitive and companies that aim to become profitable have seen the need to find ways to improve efficiencies and increase productivity to stay relevant. There has been an adoption of strategies that are aimed at improving the efficiencies in companies such as Total Productive Maintenance (TPM). The strategy is aimed at improving equipment efficiencies and increase productivity through the transfer of certain skills from maintenance personnel to operators. The aim is that the operators perform some of the activities that the maintenance people used to do and they do the more complex tasks. By transferring these skills to operators there is constant cleaning, inspections and lubricating of equipment. This frees up time for maintenance people to do planning and other jobs that require time and higher skills levels. The implementation of these activities allows companies to tap into unused capacity that was always hidden by breakdowns and unplanned stops. The process however requires commitment from management and all stakeholders involved in the organisation. There are prescribed implementation processes that can be followed or companies can follow their own processes but the fundamentals of involving people from the onset must be followed. The involvement of stakeholders creates commitment at all levels and in order to sustain this initiative people must be committed to it. The inclusion of the activities transferred from maintenance people to operators, will reinforce the knowledge and habits required from operators and perhaps sustain the initiative. / MBA, North-West University, Potchefstroom Campus, 2015

With the world economy becoming unpredictable, it has become a necessity for businesses to relook at the way they do business. The world has become competitive and companies that aim to become profitable have seen the need to find ways to improve efficiencies and increase productivity to stay relevant. There has been an adoption of strategies that are aimed at improving the efficiencies in companies such as Total Productive Maintenance (TPM). The strategy is aimed at improving equipment efficiencies and increase productivity through the transfer of certain skills from maintenance personnel to operators. The aim is that the operators perform some of the activities that the maintenance people used to do and they do the more complex tasks. By transferring these skills to operators there is constant cleaning, inspections and lubricating of equipment. This frees up time for maintenance people to do planning and other jobs that require time and higher skills levels. The implementation of these activities allows companies to tap into unused capacity that was always hidden by breakdowns and unplanned stops. The process however requires commitment from management and all stakeholders involved in the organisation. There are prescribed implementation processes that can be followed or companies can follow their own processes but the fundamentals of involving people from the onset must be followed. The involvement of stakeholders creates commitment at all levels and in order to sustain this initiative people must be committed to it. The inclusion of the activities transferred from maintenance people to operators, will reinforce the knowledge and habits required from operators and perhaps sustain the initiative. / MBA, North-West University, Potchefstroom Campus, 2015