Thermax Report 2 1

A REPORT ON
INDUSTRIAL INPLANT TRAINING

AT
THERMAX LIMITED,
CHINCHWAD, PUNE-411 019
FROM 1ST JANUARY 2006

TO 30TH JUNE 2006
SUBMITTED BY
ANAND DHARIYA
B.E. MECHANICAL (SANDWICH)
ROLL NO. 4212
EXAM SEAT NO. B2211212
UNDER THE GUIDANCE OF

PROF. P.V. DESHMUKH
DEPARTMENT OF MECHANICAL ENGINEERING,

ALL INDIA SHRI SHIVAJI MEMORIAL SOCIETY’S,
COLLEGE OF ENGINEERING,
PUNE-411 001
2005-2006
ABSTRACT
The following report gives a detailed and comprehensive

insight into the work done i.e. the various projects and assignments
completed during the course of 6 months ‘Industrial Inplant
Training’ while working in the Manufacturing Department, Machine
shop at Plant 11 of the Cooling & Heating Division of Thermax Ltd.
Chinchwad, Pune from 1st January to 30th June 2006.
TABLE OF CONTENTS
SECTION PAGE
TITLE
NO. NO.
ACKNOWLEDGEMENT
1 INTRODUCTION TO ‘THERMAX LIMITED’ 01 – 21

1. History of Thermax ltd. 01
2. Divisional Profile 05
3. Group Companies 15
4. Plant profile 16
2 TUBE-PLATE STAND 22 – 29
1. Objective and Need 22
2. Chiller tube plates 24
3. Design of Stand 26
4. Salient features 27
5. Benefits 28
6. Savings 28
7. Future Prospects 28
8. Conclusion 29
3 TPM STEP 3 OF CNC ARBOGA-3 CO-ORDINATE 30 – 68

DRILLING MACHINE
1. Introduction to TPM 30
2. AM Step 1 37
3. AM Step 2 50
4. AM Step 3 59
5. Savings 66
6. List of other TPM undertaken 68
4 DESIGN OF TEMPLATE BOARD FOR ROUNDO 69 – 74
ROLLING MACHINE
1. Objective & Need 69
2. Preparation of Drawings of templates 70
3. Design of Shadow Board 72
4. Benefits of Shadow Board 73
5. Cost saving 74
6. Conclusion 74
CONCLUSION 75
REFERENCES 76
ACKNOWLEDGEMENT
Even after completing the first phase of sandwich training at Thermax, it was
a great pleasure to undergo my second phase of training with the company. It is very
difficult to express in a few words the gratitude towards people so near to the heart.
Yet, I consider myself privileged in doing so. What can I say, but a big ‘THANK
YOU’ to THERMAX LTD., to which I shall always remain indebted for the faith it
has placed in me by letting me once again be a member of this great family, and
allowing me to pursue and complete my second phase of Industrial in-plant training
of Mechanical Engineering (sandwich) course at their Chinchwad plant.
I would also like to thank Mr. Ashok Sakpal for keeping trust in me and
granting me the opportunity to work in this great organization. Thanks are also due
to my company guide Mr. Ravi Inamdar and his colleagues Mr. Vinod Patil and
Mr. Sachin Bhakade from Plant 11 Machine shop who also doubled up as friends,
guided me throughout the course of my training with great affection and patiently
answered all my questions. Mr. Mahendra Kadam deserves special thanks for
making the drawings on Auto CAD and helping in other drafting work due to which
all our designs could be materialized. All my efforts reached fruition, thanks to the
employees of ACD who always extended a helping hand.
My sincere thanks to Prof. Chaitanya, Head of Mechanical Engineering

Department, for making it possible for me to undergo training and Prof. P.V.
Deshmukh, college guide, for his keen observation on my progress. Lastly, I would
also like to thank all my trainee colleagues who always stood by me as brothers, and
for developing a strong friendship.
Anand Dhariya.
28th June 2006.
INTRODUCTION TO THERMAX
INTRODUCTION TO THERMAX:
1. History of Thermax:
In the beginning there was fire. Then there was steam. Steam produced
mechanical movement. It could be used to produce electricity too. The use of
steam rewrote the history of human civilization. It was the driving force of
industrial revolution, the precursor of modern age, as we understand it. Even in
this age of cybernetics, genetic engineering and information superhighways,
boilers that produce steam are critical on-line equipment, across diverse industry
segments – be it a small scale unit which needs a 600 kg/hr, or a fertilizer plant,
which needs a 300 tones/hr high pressure steam generator.
THERMAX means maximum utility of thermal energy, name itself

specifies the accuracy and efficiency of this fast growing organization. At
present, a Pune based engineering company ‘Thermax’ LTD was started in the
year 1966, as a small boiler-manufacturing unit in Dadar (Mumbai). It was
named initially as WANSON (INDIA) PVT. LTD as had technical collaboration
with Belgian Company called WANSON’. It began manufacturing coil type
packaged boilers unit called ‘Vaporax’ and then thermic fluid heater
(Thermopac).
The then factory, had occupied an area of 5000 square feet, but with
increase in production and development of new techniques and wide varieties of
boilers it faced the need for more space and hence was shifted to Chinchwad,
Pune.
In 1980, the company decided to go ahead individually and was named as
‘THERMAX’. From then till now, ‘Thermax’ has grown by leaps and bounds.
Today activities of Thermax are no longer confined to boiler making, but are
extended to the growing line of businesses like pollution control, industrial &
domestic water treatment, surface coating heat recovery unit, chemicals,
absorption cooling, & grain storage system
A.I.S.S.M.S.’s CoE,Pune-1 1
Thermax has been rolling out a company-wide initiative to transform the

way it does business; aimed at significant increase in customer satisfaction and
top line and bottom line growth. The company is investing substantial resources
in attaining operational excellence – focusing on processes and systems that have
a direct impact on cost, quality, lead-time and on-time performance at every point
of customer engagement. The following is the detailed description of the whole
organisation. It includes the following divisions.
1. Boilers & Heaters.
2. Cooling & Heating.
3. Water & Waste Solutions.
Current manufacturing facility of ‘Thermax’ in Chinchwad includes 14
plants & production utilities measuring 66,000 square meters. It’s management
system conforms to ISO 9002 (1994) and follows national and international
standards such as ASME Standards (USA), BS (UK). It also obeys IBR (INDIA)
standards & DIN (GERMANY) standards for boilers manufacturing.
In international market ‘Thermax’ holds office in Russia, Kenya,
Indonesia, UAE, USA, UK, Malaysia, Thailand, Kazakhstan, Sri Lanka, Nepal
etc and territorial representative in many other countries.
Involvement of ‘Thermax’ in multi-products makes it necessary to
collaborate with other companies and thus it entered into following ventures-
2. Divisional Profile:
(I) Boilers and Heaters projects:

a. Boilers & Heaters:
Fig. 1.1 Organisational structure of B&H

Products:
Hot Water Generators Hot water boilers in capacities upto 20 million kcal/hour.
Steam Boilers, (Coil) Gas / Oil fired Coil Fired Steam Boilers in capacities upto 850 kg/hr.
Steam Boilers Gas / Oil fired Shell Type steam boilers in capacities upto 30 tons
(Shell Type) per hour.
Thermal Oil / Thermal Oil / Thermic Fluid heaters in capacities upto 3.5 million
Thermic Fluid kcal per hour.
Solid Fuel fired Boilers firing fossil fuel and agro-wastes in capacities upto 30
boilers tons/hr
Process Integrated Process Integrated boilers for recovering useful heat from process
Boilers gases
Exhaust Gas Boilers Waste heat recovery boilers on DG system exhausts
Fired Heaters Fired Heaters for critical process
b. Cogen Division:
Backed by its strong competencies in thermal engineering and energy
management and its close familiarity with a wide range of fuels, Thermax
provides competitive power solutions.
In the current scenario, where power is increasingly becoming scarce and
expensive, Thermax offers 'freedom from large power stations' through
decentralized power.
The power business of Thermax is conducted through Cogeneration Division.
This Division caters to industry requirements of inexpensive and high quality
power.
Cogen Division offers captive power systems including Cogeneration. The
Cogen plants from Thermax can utilize fuels like coal, lignite, husk and even
agricultural waste (like Bagasse in sugar Cogen plants) to generate inexpensive
energy, thus reducing overall energy costs upto 50%.
Cogen Division has the EPC expertise to design, erect and commission:
¾ Captive Power Plants
¾ Cogeneration Systems
¾ Sugar Cogen Plants
Cogen Division works in synergy with the other divisions to offer 30 - 50 % of

the systems and equipment of a power plant:
¾ Steam Generation Equipment
¾ Water Management Products and Systems
¾ Inlet Air Cooling for turbines & Control room air-conditioning
¾ Cooling Water Chemicals
¾ Air pollution Control Systems
¾ Construction Backup
c. Enviro Division:
Clear the air for better returns…
Thermax's Enviro Division was set up with the belief that pollutants are
inevitable but pollution is not. Catering to a wide range of industries, the Division
has installed 3000 cyclones, 1400 bag filters, 50 ESPs and 55 Scrubbers and 20
pneumatic conveying systems.
With the growing realization that pollution abatement pays, as it means better
use of resources and improved competitiveness, environment protection systems
are no longer end-of-the-pipeline fixtures. Thermax has kept pace with
international technologies to offer turnkey projects as well as air pollution control
products.
The Enviro Division has the necessary infrastructure to undertake any small
to large pollution control projects on a turnkey basis, from concept to
commissioning. It can handle more than 100 types of dusts.
Designing for Different Dusts
Depending on the differing properties of various kinds of dust such as dust
chemistry and flue gas composition, Enviro Division has the expertise to design
and execute pollution control systems for varying industry requirements. Some of
the ducts handled by the Division are:
Aluminum Dust Ammonium Sulphate Asphalt
Bentonite clay Carbon black Cement
Clinker Coffee Detergent
Gypsum Latrite Limestone
Coal Fly ash Dead burnt magnesite
Projects
¾ Gas cleaning plants
¾ Gaseous scrubbing (including wet ESP)
¾ Coal preparation plants
(II) Cooling and Heating (C&H)

a. Process Heat Division:
Process Heat Division (PHD) is the flagship Product Business Division of
Thermax Ltd, which has its core business in the area of providing cost-effective
process heating solutions for both energy generation and energy conservation.
Thermax has begun its business way back in 1966 by manufacturing baby boiler.
PHD is the seed for business growth for the company. Today its high quality
products are demand in India and in International markets. Its products and
expertise find applications in every conceivable heating application in the world.
History
To share the fond memories of Thermax and PHD, the company made a
modest beginning to manufacture sterilizers for Hospitals way back in 1966.
Small capacity steam boiler (Baby boiler) was much in demand. In order provide
the customer complete solution PHD began its voyage into the Core sector of
Energy by collaborating with Wanson of Belgium. The collaboration introduced
baby boilers in India. The baby boilers, which were out side the purview of the
Indian Boiler Regulation Act, were the most demanded product. Thermal Oil
heating took the Indian industry by storm and today in India its brand Thermopac
has become a generic name. Thermal oil heating replaced several other heating
methods such Electrical, steam, steam-cum-electrical. The main reason is its
highest energy saving capability due to high system efficiency. Today every
industry looks to thermal oil heating as a most potential energy saving solution.
The division then made a modest beginning with a turnover of USD 0.05
million in 1968, and now has grown to a USD 140 million group which offers a
wide range of solutions to its customers in the areas of energy generation and
conservation and environment Protection, all under one roof with a singular
Mission.
To pursue this mission Process heat division has been continuously

designing and upgrading its products and services that results in energy efficient
heating solutions to the customer making optimum use available energy resources
- conventional, non conventional and the renewable energy sources. Process Heat
Division over the last 30 years has evolved into an Engineering major well
known for it’s core competencies in the field of Process Heating, Energy &
Environment.
Products and Services
Our product portfolio encompasses providing process heating through different
mediums such as…
¾ Steam
¾ Hot Oil
¾ Hot Water
¾ Hot Air
The product technology facilitates use of wide range of fuels viz.…
¾ Light & Heavy oil
¾ Natural gas
¾ LPG
¾ Bio-gas
¾ Coal – Low and high Calorific values
¾ Lignites
Non conventional / agro-based fuels…

¾ Rice Husk
¾ Bagasse
¾ Groundnut shell
¾ Mustard stalk
¾ De-oiled bran
¾ De-oiled cake
All these innovations of providing energy efficient solutions have been

evolved through a close association of our R & D along with engineering to be
abreast in the market with the changing needs of the customer across the world.
To meet the growing demand of customer the division strives on it’s strength
of…
Market Reach
Through a network of 100 sales representatives & Service Franchises and Spares
parts stockists, 11 regional offices in India & 10 Overseas offices, Process Heat
Division with it’s strength of over 150 qualified sales and service engineers are
present where the customer needs them most.
Service at your doorstep:
Our aim is to provide prompt and efficient service to customers. To issue out
this aim into action we have created a wide network of Service Franchises and
our own Service engineers based in the local office, who are fully trained and
have the right competence to service all the varied needs of customers in India &
Overseas.
Support
With an engineering base of over 50 Design engineers of Process Heat
Division can provide solutions to all your.
R & D Facility
Research and Development is continuously striving to upgrade the existing
technologies to provide a product leadership edge and thus ensure the customer
benefits through energy efficient solutions.
R & D primarily focuses on new technology development in the chosen core
areas. R & D has the entire necessary infrastructure to design, develop,
manufacture and carry out proto-type tests on newer technologies. From the R &
D the core technology is drawn by the business division and which are taken for
commercialisation through the well-established Product Development Process
(PDP); using the principles, tools & techniques of Total Quality Management.
State of the art manufacturing set up

State of the art manufacturing facilities are located in Pimpri Chichwad
Industrial Zone of Pune in Maharashtra, India.
The main manufacturing complex consists of 14 plants with total built up area of
51,345 sq. Meters and open area of 14,600 square meters.
The plants are equipped with specialised machinery for light, medium & heavy
fabrication, assembly, testing in “ferrous & non ferrous metals” in the area of
fired, un – fired vessels, heat exchangers, reaction vessels, pressure vessels, and
package boilers.
With commitments to quality manufactures to national & international standards
and codes like IBR, ISO, BS, DIN, GOST, ASME, Reputed agencies like SGS.
(Switzerland), LIOYEDS (UK), TUV (Germany) and BUREAU VERITAS
(France) are involved in customer inspection. The manufacturing facilities have
been accredited by the SUHR and
PP stamp of quality, from the American Society Of Mechanical Engineers

(ASME) and also accredited by the ISO 9002 certification by LRQA.
With the strengths Process heat division caters to the need of variety of
applications in process industries like…
Agro products Packaging
Bottling & beverages Drugs & pharmaceuticals
Breweries & distilleries Plywood
Chemical & petrochemicals Rubber
Engineering Edible oil / solvent extraction
Food & dairy Textile / synthetic fibres
Hotels Hospitals
b. Heating:
Heating, the prime mover of Thermax business continues to maintain its
leadership in the Indian market for packaged boilers and heating systems. The
wide ranges of customers further reinforce the dominance of the division in the
market. The customer portfolio includes industries such as…
Textiles Beverages Distilleries

Farm Paper Chemical
And many small and medium industrial units - garments, corrugated paper,
packaging, rubber, leather, hotels, hospitals. The Division exports to several
countries around the world.
Products and Systems
Products Range Features

Meet the stipulations of the Indian Boiler Regulations
Small packaged Act Offer 88% efficiency to larger ones of
Steam Boilers boilers from 100 to 25 tons/hour capacity
850 Kg/ hour Boiler design-coil type, smoke tube, water tube and
combinations of these.
For indirect heating Heaters confirm to DIN 4754 specifications
upto 380°C, range 6000 installations world over
Thermic Fluid
offered is 70,000 Pioneered the use of thermic fluid heaters in India
Heater
kcal/hour to 15 Known in India under the brandname, Thermopac
million kcal/hour. (exported to overseas markets as 'Deltatherm').
Pressurized Offers 93% efficiency
and non Specialized containerized hot water systems for
pressurized ambient temperatures down to –40°C are exported
Hot Water widely

Generators Non pressurized hot water generators are suitable for
hotels, hospitals, dairies and similar industries.
Other
Ideal for the drying applications of the agricultural
products
sector in India-
Hot air
for cashew nuts, chilies and various types of grains.
generators
High pressure steam and hot water for temperature
Closed loop
requirements upto 260°C and operating pressures of 70
Thermosyphon
bar
for indirect
heating
Table 1.1 Product details of Heating division
Expertise on Fuels
The Heating has extensive experience of burning the widest possible range of
solid, liquid and gaseous fuels-Light and heavy oil (FO, HSD, LSHS); Gas
(natural gas, LPG, Propane, biogas); and solid fuel (coal, lignite, wood, Bagasse,
husk, ground nut shells and many other types of agro waste). The Division has
the combustion expertise to burn coffee grounds with as high a moisture content
as 80%, and de-oiled spent earth with as little calorific value as 1,100 to 1,500
kcal/kg.
Service & Spares

The systems and products are backed by after sales service for both standard
and customized products. Thermax has established an extensive network of
franchisees and dealers for after sales service, and stock points at strategic
locations to ensure timely availability of spares.
The Heating works in synergy with the other Thermax Divisions like Water
Treatment (Boiler feed water treatment), Chemicals (boiler and water chemicals),
Enviro (for checking boiler emissions) and Waste Management (effluent

treatment) to give customers integrated expertise.
c. Cooling:
The Cooling that pioneered Vapor Absorption Technology in India offers
global solutions for industrial cooling and air conditioning. Cooling has a
technical collaboration with Kawasaki, Japan, world leaders in Absorption
Cooling technology and offers cost-effective and "best in class" eco-friendly
Vapor Absorption Machines (VAMs). Today the division offers the largest
product range in the world to suit every cooling requirement.
Why Absorption Technology?
In the changing energy and environment scenario the world over: power
crisis, move towards distributed power, environment concerns of CFCs and
HCFCs and CO2 emissions, Absorption Cooling has re - emerged as a viable
alternative to the conventional electrical machines.
Some of the other advantages of these machines are:
Conventional Electric Machines Absorption Machines
¾ Operates on electricity ¾ Uses Heat energy

¾ Higher operating costs ¾ Lower operating costs
¾ High maintenance ¾ Negligible maintenance
¾ Noisy operation ¾ Noiseless
¾ Higher life cycle costs ¾ Lower life cycle costs
¾ Uses CFCs/ HCFs leading to ozone depletion ¾ Uses water which is Nature's gift
¾ More moving parts ¾ No moving parts
Table 1.2 Comparison between Vapour compression m/c & VAM
The Concept of Absorption

As illustrated below, the absorption machines produce chilled water upto 4.5
ºC, using various forms of low-grade heat energy sources such as:
¾ Steam
¾ Oil/gas
¾ Hot water
¾ Waste heat source
Fig. 1.2 Working of chiller (VAM)

These low-grade energy resources substantially reduce cost of operation,
thereby making the absorption machines the most viable option for cooling.
These machines are eco-friendly as they do not use synthetic refrigerants like
CFCs/HCFCs, instead, they use water as the refrigerant.
Value Added Cooling Solutions

With its vast experience in the field of power, heating and cooling, Thermax
can offer:
Integrated total solutions for power, heating and cooling needs.
Customised solutions for specific requirements.
Network
Thermax has an extensive network of domestic and overseas offices. In addition
to this, an extensive decentralized franchisee network ensures prompt service
within India and across the globe.
Global Presence
Cooling exports to more than 25 countries including America's, UK, Germany,
Spain, Australia, Portugal, Hungary, Saudi Arabia, Iran, UAE, Denmark,
Bangladesh, Indonesia, Thailand, Philippines, Malaysia.
(III) Water Treatment Division

This division is bit new and products of this division are
¾ Water softener and demineralization Unit -standard and custom
make.
¾ Vacuum and forced deaerators, degassers, and dealkalisers
¾ Water treatment plants for ultra pure water.
¾ Filters for the removal of suspended solids, dissolved minerals
and metals.
Condense polishing and waste water treatment plants using ion exchange theory.
(IV) Waste Management Division

The activities of this division covers,
¾ Disposal of toxic and non-toxic effluents in liquids, solids and
sludge form, using chemicals incineration, electrolysis and effluents
technologies.
¾ Evaporation plants for distilleries and paper mills.
¾ Refinery wastewater treatment plants.
¾ Fluidized Bed dryers for cement and other industries.
(V) Air Pollution Control Division

This division has the following range of products,
¾ Multiclone and large diameter cyclones.
¾ Fabric filters: pulse jet, reverse air and insertable type.
¾ Rigid frame electrostatic precipitators for utility /industrial

boilers, cement, steel and nonferrous.
¾ High and low energy wet scrubbers for gas and particulate
cleaning application.
¾ Industrial fans and blowers: standard and custom built.
¾ Air washer units and ventilation systems
¾ Pneumatic conveyors & Zero leak dampers of various designs,
expansion joints.
Chemical Division
This division is involved in processing of following products:
¾ Water treatment and softener chemicals
¾ Thermic fluid processing.
¾ Anti scaling and rusting chemicals
3. Group companies:
1. Thermax Babcock & Wilcox Limited
2. Thermax Energy Performance Services Limited
3. Thermax Engineering Construction Company Limited
4. Thermax Europe Limited.UK
5. Thermax INC. U.S.A.
6. M.E. Engineering ltd., UK
7. Thermax Hong Kong ltd.
8. Thermax Do BRASIL
4. Plant profile:
PLANT 1
Burner and oil pre-heater assembly section: -
This section is used for assembly of burner & OPH with boilers like
REVOTHERM, as per the engineering division. Since it’s just an assembly area,
there are no special purpose machines in this section.
PLANT 2/2A
PLANT 2:- This plant is used for storage and dispatch of all solid fuel
boilers.
PLANT 2/2A:-Responding to the oil crises world wide THERMAX
introduced fluidized bed concept to the boiler business. In this plant fluidized bed
combustion system for MULTITHERM boilers is manufactured. Here the plates
are bended in bending machine; the box so formed is used for welding tube
plates. After that, extensive drilling is carried out on these plates for insertion of
tubes and whole IBH & MBH
ASSEMBLY is fabricated and thus header section for fluidized bed is
prepared. A high capacity 350 tones press, high efficiency radial drilling machine
and shapers are highlights of this plant
The main type of boilers dealt with in this plant.
¾ Multitherm
¾ Combipac
¾ Woodpac
¾ Multipac
¾ Huskpac
¾ Integral furnace boiler.
PLANT 3
This plant is used as a support system for plant no 12 and hence all the
operation of pl 12 and pl 3 are similar.
PLANT 4:
Newer to the academic concern coil type boilers such as RX, TP, AMW,
DELTATHERM are manufactured in this plant. This shop concerns with
complete production of the boiler right from tube to tube welding, coiling, coils
calibration, coil and shell setup and final assembly with all accessories. Machine
in this shop includes automated TIG & MIG units, giant horizontal and vertical
coiling machine, coil calibration m/c and above all a paint shop for final dispatch
of these boilers.
The main operations of this plant are as follows
¾ Tube penetration.
¾ Long tube to tube welding.
¾ Coil winding & seal winding.
¾ Coil assembly & hydraulic aseembly.
¾ Shell & burner assembly.
¾ Electrical control panel & assembly.
¾ Radiography test is also carried out.
The main products of this plant are Thermopac, which is very popular unit,
Vertical Thermopac, Aquatherm & Revomax.
PLANT 5:
This shop is well known as drum shop and mainly undertakes project for
ESD (Energy System Division) Here ESD products such as drum, headers etc. for
main HRU are manufactured this plant follows activity of plate rolling, ‘L’ seam
& ‘C’ seam setup –weld & back-gauging. Huge radial drilling m/c, header-
drilling m/c, Himalaya rolling m/c, back-gauging rail, rotators & SAW units are
used in this plant. This plant also has radiographic enclosures for components
produced.
PLANT 6:
Same as like plant 4 here also coil type boiler’s components are
manufactured & assembled. Small capacity boilers upto max. Capacity of 20
T.P.H. are manufactured here . Special thermic fluid heaters are also produced in
this plant. This plant also has a hydro-testing bay for coil type boilers
PLANT (15) 7:
This is newly developed shop in year 2005 and well known as ‘Drum shop’.
This shop mainly undertakes the projects of “ESD”. This plant consist of Spain
made Juaristi m/c(cnc) for horizontal boring & drilling of holes. This plant is yet
to develop ,but some operations are done here as nozzle opening & drilling on
drums. There are three Radial drilling machines.
PLANT 8:
This plant is also called as S.M shop because here SHELLMAX i.e. shell
type, 3 pass, oil or gas fired type boilers is manufactured. In This plant after ‘L’
seam welding, all the process upto painting & handing over is done. The plant
has two tilting fixtures for full welding of boilers. A stress-reliving furnace to
remove all concentrated stress that is produced during welding is also located in
this plant. Machine such as rotators, SAW units and many other type of welding
machines for MMAW, MAG,
TIG, FCAW are used in this shop.
PLANT 9:
This plant is involved in following activities
1) Shot blasting
2) Painting of completed assembly with spray gun & anti –rusting coating.
In this plant shot blasting of shell type boilers is done. Due to impact of the
shots, the corroded layer is removed. Separate rail lining are provided for loading
& unloading jobs & process is carried out in enclosed shed with dust collection
unit & re- circulation system.
PLANT 10:
This plant may be called as heart of shell type boiler production, the reason
being manufacturing of shells & tube plate for boilers and cover plates for heat
exchanger. The plant is mainly involved in process of plate cutting (Note – these
plates are special BQP inspected by IBR officials), rolling these plates on rolling
m/c then welding these rolled shells (‘L’ seam & ‘C’ seam welding) and
dispatching these shells as req. by other plants for further processing. This plant
owns highly advanced machines, to name a few are
Versagraph & Flotech CNC plate cutting m/c, Himalaya rolling m/c, Pacific
high tonnage press and SAW units.
PLANT 11:
This is an ACD shop and is involved in manufacturing of chillers, heat
pump, and industrial cooling eqpt. This is the only plant that is own by ACD and
works on the principle of assembly line i.e. the whole chiller assembly is carried
out in single production line .A chiller is an air conditioning device that works on
vapour absorption cycle rather than vapour compression cycle for cooling .A
chemical named Li Br is used for this purpose. The chiller mainly consist of
evaporator & absorber, water to be chilled is passed through no. of tubes placed
in vacuum in chiller body, chilled water so formed is send through tubes to ducts
with fans to provide room cooling.
This plant is equipped with modern m/c such as ‘Arboga’ CNC
drilling m/c, which can drill numerous holes with high accuracy &tolerances,
also, the plant is having highly modernized welding equipment & highly skilled
workers. This plant is also having an advanced chiller testing bay, used to test
newly made chillers.
These days’ chillers are gaining more markets than conventional air
conditioning. They also find their application in western countries as process
cooling units.
PLANT 12:
This shop is mainly dealing with ESD projects and manufactures
economizers, superheaters, waste heat boilers and many other kinds of HRU.
Highly precise pipe bending m/c, Projection welding m/c is used for the
fabrication of fin tubes used in economizer, superheaters.
Apart from this, it also consists of major machine projection welding
machine’, which is used for strip welding to produce coiled finned tubes. This
plant also has stationery as well as mobile radiographic enclosures.
PLANT 13:
The main products of this plant are all solid fuel boilers (CP, CPF, HP,
WP, CX, CM, MXP & MTFH) .All these boilers are manufactured in this plant.
After completing the fabrication of boiler .the
hydro testing of complete boiler for pressure is done in this plant. This plant
has got two tilting fixture, rotators, welding machine, and lathe for flange
machining & hacksaw for pipe cutting.
PLANT 14:
This shop is known as TD (Twin Drum Boilers) shop, named
commercially as COMBIMAX, this boiler is modification of SHELLMAX in the
region of capacity & efficiency. This plant is also involved in manufacturing of
high capacity SHELLMAX & Solid Fuel Boilers. This plant is equipped with
biggest overhead Crane of THERMAX (120 TONNAGE). Other special thing
about this plant is its CORRUGATION MACHINE’, which is used, for
corrugation of large furnace shell to provide it strength & high heat
transfer. This plant is also having a stress relieving furnace named ‘Modular
Furnace’ used for relieving stress formed during welding.
PLANT 15:
This shop is newly constructed and is mainly a drilling shop. The main
operation of this shop is nozzle opening in mainly capsule type boiler shells.
Other operations include nozzle welding. The shop houses the newly procured
‘Juaristi’ horizontal boring machine imported from Spain. Also there are 3 heavy
duty China radial drilling machines.
TUBE-PLATE STAND
DESIGN OF UNIT-WISE TUBE-PLATE STAND:-

1. Objective:
i. To construct a stand able to carry all tube-plates and baffles
belonging to a single unit up to model SD-50.
ii. To implement this method of plate movement in the shop and for
shot blasting and thereby reduce material handling.
Need:
The ACD Manufacturing machine shop of Plant 11 is involved in the
following main activities:
1. Shell and tube-plate cutting on CNC ‘Flotech’ gas/plasma plate cutting
machine.
2. Rolling of shells.
3. Drilling of tube-plates.
These shells and tube-plates are then handed over to fabrication department
for subsequent working. It was observed that lot of time and efforts are wasted in
tracing the tube-plate as well as determining which particular operation is being
carried out on it. Present plant production rate is of 0.8 chillers per day. The
target laid down is of 1 chiller per day. The tube-plate stand is a small but
significant step towards realisation of this goal.
Also to reduce material handling time and time required for shot-blasting is
possible with this stand.
Earlier method:
`PLATE GRINDING MATERIAL
STACKING
CUTTING OF TUBE- HANDLING
PLATES
HAND-OVER TO DRILLING SHOT-

ASSEMBLY BLASING
Fig.2.1 Earlier layout
A.I.S.S.M.S.’s CoE, Pune-1 22

TUBE-PLATE STAND
Present Method:-
MATERIAL
PLATE GRINDING LOADING HANDLING
CUTTING IN STANDS
HAND-OVER TO DRILLING SHOT-

ASSEMBLY BLASTING
Fig.2.2 Present layout
Previously, the tube-plates after grinding were stacked together and then
moved to the shot-blasting yard using fork-lift. This method was unsafe since
loading of tube plates on fork-lift was hazardous. Moreover the tube-plates could
not be handled using yard crane and hence lot of time gets wasted in material
handling to and from the shot-blasting yard.
Also, each plate after drilling was handed over to the fabrication. At a given
time work is carried on various chiller models. Due to this it gets difficult to trace
the location and condition of individual tube-plates. Since these are not treated as
a lot depending on the chiller model, the tube-plates get mixed with other models
and lot of time is consumed in locating them.
To counter all these problems it was decided to construct a tube-plate stand
such that:
1. All tube-plates belonging to the same job are mounted on the stand and
this stand is moved as a single unit through the shop floor.
2. The same stand can be used for material handling to shot-blasting yard
and plate grinding can be done with the tube-plates mounted in the
stand.

TUBE-PLATE STAND
3. Each chiller job is allocated a stand, and just by looking at the stand
one can find out the whereabouts of the tube-plates as well as the work
required to be done on them.
4. The stand should be such that it can be easily handled by EOT, fork-
lifts, and yard crane.
2. Chiller tube plates:

It is desired to construct the stand only to accommodate tube-plates belonging
to the chiller models GD-20 to GD-50 (80% of units covered). Tube-plates of
higher models are very large to be housed into a stand and demand for bigger
models is not as frequent. The following is a brief description of chiller tube-
plates. The largest possible sizes of respective tube plates are considered:
WEIGHT AND DIMENSION ANALYSIS
MODEL LSTP USTP HTGTP GROSS WT.
WEIGHT DIMENSION WEIGHT DIMENSION WEIGHT DIMENSION
SD-20 315 25 X 1264 X 1274 84.19 25 X 645 X 665 50.63 25 X 487 X 531 1000.14
SD-30 389.36 25 X 1315 X 1509 107 25 X 745 X 732 62.02 25 X 589 X 538 1116.76
SD-40 517.71 25 X 1497 X 1762 135.02 25 X 864 X 813 74.14 25 X 630 X 590 1453.74
SD-50 630 25 X 1939 X 1618 173.88 25 X 932 X 951 90.28 25 X 640 X 720 1788.32
SD-60 1050.22 36 X 1735 X 2149 319.62 36 X 1246 X 912 208.69 45 X 745 X 793 3157.06
SD-70 1618.24 45 X 1995 X 2296 333 36 X 1350 X 1074 260.8 45 X 908 X 813 4423.6
SD-80 2073.58 45 X 2730 X 2150 450 36 X 1634 X 1184 290 45 X 973 X 845 5627.16
Table 2.1

TUBE-PLATE STAND
Fig.2.3 Tube-plates of model SD-50
1. LSTP: Lower Shell tube-plates are used to support the tubes at its end
and they are mounted on the extremities of lower shell. Normally 2nos.
required. These are tube-plates for the absorber/evaporator section.
2. USTP: Upper Shell tube-plates are used to support the tubes at its end
and they are mounted on the extremities of upper shell. Normally 2nos.
required. These tube-plates are for low temperature generator section.
3. LSBF: Lower shell baffles are required as intermediate tube support

plates in case of bigger models to prevent sagging of tubes. These
plates are smaller in size and required only in lower shell.
4. USBF: Upper shell baffles are used as intermediate tube supports in
upper shell.
5. HWGTP: Hot water generator tube-plates are required in HTG section
of chillers.

TUBE-PLATE STAND
3. Design of stand:
With all these considerations and constraints in mind and after extensive
brain-storming and exhaustive discussions with all concerned persons such as
supervisors, workers and material handling persons the shot blasting stand was
designed.
After designing, quotations for stand were taken from vendors and the design
was given to vendor for fabrication. The cost of fabrication of one stand is Rs.
23,000 /-. Once the trials were taken on pilot stand, and it was found satisfactory,
orders were made for 2 more stands.
4. Salient features:
1. The stand is a skeletal structure made only by welding box-channels and
supporting rods and hence there is sufficient open space to enable the
shots/grinding burr to fall freely out of it.
Fig2.4 Workers loading tube-plates in stand

TUBE-PLATE STAND
2. The stand has required capacity to bear the load of tube-plates. It can
carry upto 3ton load. The safety officer has certified the stand and it has
been put into use.
Fig.2.6 Lifting the stand with EOT

3. Along with the stand, tube-plate status monitoring boards are also
prepared. Using these any tube-plates can be easily found out.
Fig. 2.7 Tube-plate status monitoring board

TUBE-PLATE STAND
5. Benefits:
TPT reduced by one day.
Safer material handling.
Reduction in material handling time.
Reduction in tube plate searching time.
Time required for material handling & shot blasting reduced from 3hrs to
45min.
Trolley of shot blasting plant is not required
6. Savings: The following is finance approved saving:
Time saved in material handling per shift = 25 min.

Time saved per day = 25 x 3 = 75 min.
Time saved annually = 75 x 300 = 22500min = 375 hrs.
Man hour rate = Rs.280/per hr.
Gross saving = 280 x 375 = Rs. 1,05,000 /-
Cost of stand fabrication = Rs. 23,000 x 3 = Rs. 69,000 /-
Net saving per year= 1,05,000 – 69,000 = Rs. 36,000 /-
This signifies that the cost of fabrication of stand will be paid up within
one year of implementing this system.
7. Future prospects:
Implementation of unit-wise system throughout plant 11.
Elimination of shot-blasting.
Plant layout modification and streamlining.

TUBE-PLATE STAND
8. Conclusion:
1. Shot blasting stand designed and fabricated.
2. Workers educated and coaxed into using the stand in safe and correct
way.
3. Check kept ensuring that workers get accustomed and do not revert to
earlier method.

TPM of ARBOGA-3 m/c
TOTAL PRODUCTIVE MAINTENANCE
1. Introduction to TPM:
Total Productive Maintenance (TPM) can be considered as the medical
science of machines. It is a maintenance program which involves a newly defined
concept for maintaining plants and equipment. The goal of the TPM program is
to markedly increase production while, at the same time, increasing employee
morale and job satisfaction.
TPM brings maintenance into focus as a necessary and vitally important part
of the business. It is no longer regarded as a non-profit activity. Down time for
maintenance is scheduled as a part of the manufacturing day and, in some cases,
as an integral part of the manufacturing process. The goal is to hold emergency
and unscheduled maintenance to a minimum.
Why TPM?
TPM was introduced to achieve the following objectives. The important ones
are listed below.
¾ Avoid wastage in a quickly changing economic environment.
¾ Producing goods without reducing product quality.
¾ Reduce cost.
¾ Produce a low batch quantity at the earliest possible time.
¾ Goods sent to the customers must be non defective.

TPM of ARBOGA-3 m/c
Implementation of TPM has to be done in steps. Figure 2.1 shows the eight
pillars of TPM.
1. Focused Improvement
2. Autonomous maintenance
3. Planned maintenance
4. Education training
5. Early management
6. Quality management
7. Office Efficiency
8. Safety and Environment
Fig 3.1: Pillars of TPM

TPM of ARBOGA-3 m/c
A very important aspect of TPM is the establishment of autonomous maintenance.

According to Kunio Shirose:
The purpose of autonomous maintenance is to teach operators how to maintain
their equipment by performing:
• Daily checks
• Lubrication
• Replacement of parts
• Repairs
• Precision checks
• Early detection of abnormal conditions
As most of the Lean Manufacturing techniques and tools, autonomous

maintenance is based on education and training. It is about raising awareness of
the operators on the knowledge and understanding the operation principles of
their machines.
To that purpose we will help them develop three skills:
1. Ability to determine and judge if operating conditions becomes abnormal
2. Ability to preserve normal conditions
3. Respond quickly to abnormalities by repairing the machine or having some
technician take care of it when he (she) does not have enough knowledge, skill or
resources. Autonomous maintenance is done in seven steps.

TPM of ARBOGA-3 m/c
Development of the
skill to spot
abnormalities and
1. Initial opportunities and to
cleaning make the
Ability to determine machine improvements and
abnormalities solve the
Ability to design and make abnormalities

2. Eliminate sources of improvements
contamination and
inaccessible areas
3. Creation of a checklist Operators determine

for cleaning and by themselves what
lubrication standards they have to do
More skilled
Understanding operation operators and
4. General inspection principles of machine and its maintenance
systems techniques. teach the
least experienced
5. Autonomous Inspection
Understanding of the Data organization to
6. Organization and
relationship between describe optimal
housekeeping
equipment conditions and conditions and how
7. Full Implementation product quality to maintain them
Continuity
Table 3.1: Seven steps of AM

TPM of ARBOGA-3 m/c
Steps of Autonomous maintenance:
Step 1: Initial Cleaning
Cleaning is inspection.
Use five senses for cleaning.
Find out seven types of abnormalities.
Put tags on abnormalities.
Prepare list of unfulfilled basic condition
Changing look of machine.
Identify areas which are difficult to clean lubricate inspect & take
appropriate counter measures.
Develop specific tools for cleaning difficult to access areas.
Step 2: Counter measures against sources of contamination and hard to clean

areas
Counter measures against sources of contamination.

Make approach easy for CLRI.
Make easy to do CLRI.
Shorten cleaning lubrication time.
Adopt concepts of localized guards.
Ranking the priority places for daily cleaning.
Innovative Kaizens by workmen & supervisor.
Counter measures for major problems for making machine dirty. e.g.
flying chips oil leakage’s, coolant splashing.
Step 3: Formulation of clean up and lubrication standards/ preparation of

tentative J.H. standards
Standards for cleaning and lubricating and tightening.

TPM of ARBOGA-3 m/c
Operators make standards themselves with guidance by P.M.

Standards are made by using 5Why analysis.
Everyone should easily understand standards.
Introduce extensive visual control.
Step 4: Conduct general inspection training and develop inspection procedures:

(i) General Inspection: The Operator Acquires Equipment Related Technical
Knowledge and trouble Shooting Skills. To Impart Technical Knowledge
to Operators Team Should Decide. Generally Subjects Covered Are
Hydraulics, pneumatics, drives, lubrication, coolant, electrical, bolts and
Nuts Etc.
(ii) The Key Activities in Step 4 are:
Learning the Structure, functions and Mechanism of Equipment.
Test the Understanding and then actually inspect the Equipment.
Correct New Problems Found.
Produce Excellent Results.
Step 5: Conduct General Inspection Autonomously

In This Step an Overall Inspection Processes is formalized by combining
Tentative standard created in Step 3 with additional check items for
routine inspection.
This Stage Activities are:
Review the Item, method and Time Standards for Cleaning Inspection
and Lubrication.
Consult With Maintenance About Inspection Points and Make
Specific and Clear Assignments Between Two.
Check Whether or Not Inspection Tasks Can Be Done Within Time &
Make Time Saving Improvements

TPM of ARBOGA-3 m/c
Activities related to step 5.

1.Make standards for cleaning inspection and lubrication.
2. Revise tentative inspection standards.
Step 6: Set standards and manage the workplace

This stage is called as “Maintenance Management “
Importance of 3 mu’s
Muda (Waste) - Muda of Operator Movement, muda of Cleaning,
inspection, & lubrication and Muda of Unnecessary CLRI Points Are
to Be Revived and Finalized.
Mura (Inconsistency) - after Review of Standard and firming up,
Consistently Follow the Standard and Time.
Muri (Strain) - Operator Should Be in Position to carry Out the
Standards Easily without Much Strain.
Step 7: Ongoing Autonomous maintenance and advanced improvement

activities.
In the implementation of jishu hozen steps 1 to 6, each step emphasized
different developmental activities and goals. Each stage develops
through understanding and brings results such as equipment change,
operators change, and workplace change.
In respect of operators following skills have been acquired.
The ability to detect, correct, and prevent equipment abnormalities
and make improvements.
The ability to understand equipment, functions and mechanism
upgrading capability of operator in production activities to challenge
any problem that may occur in his equipment.

TPM of ARBOGA-3 m/c
2. Autonomous Maintenance: Step-1

Introduction:
Step 1 is initial cleaning. It is further divided into 4 events that include initial
cleaning, preparation of schedule, Putting Tags & making Tag matrix and
Generating One point lessons. Let’s look into initial cleaning first.
1. Initial Cleaning-
Initial Cleaning needs to be done because:
Cleaning is Inspection.
When you clean, you develop new eyesight, of seeing what is
invisible. For e.g.: While looking, the nut-bolt appears ok, but when
you touch it, you realize it is loose.
Early detection allows early correction, which prevents it from
becoming a big fault.
For initial cleaning the machine needs to be observed under stopped
and running conditions. While cleaning the operator has to follow the
given list-
List for Initial cleaning: Cleaning areas are classified as follows-

Hard to clean areas.
Hard to lubricate areas.
Hard to tighten parts.
Hard to inspect areas.
Hard to adjust parts.
Record cleaning time.
Carry out audit on first step.
Meeting after the daily activities.
Refer to the old history records.
Abnormalities can be of different types

TPM of ARBOGA-3 m/c
Seven types of Abnormalities:

Minor Flaws:
Contamination.
Damage.
Play (eccentricity wear distortion corrosion)
Slackness.
Abnormal phenomenon.(unusual noise strange smells, incorrect
pressure or current.)
Adhesion.
Unfulfilled Basic Conditions.
Lubrication.
Lubrication supplies.
Oil level gauges.
Tightening.
Inaccessible Places.
Checking.
Lubricating.
Tightening.
Operation.
Adjustment.
Contamination Sources.
Product.
Raw material.
Lubricants.
Gases.
Liquids.
Scrap.
Others.

TPM of ARBOGA-3 m/c
Quality Defect Sources.

Foreign matter.
Shock.
Moisture.
Grain size.
Concentration.
Viscosity.
Unnecessary and Non Urgent Items.
Machinery.
Piping Equipment.
Measuring Instruments.
Electrical Equipment’s.
Jigs & fixture.
Spare parts.
Make shift repairs.
Unsafe Places.
Floors.(Checkered plates)
Steps.
Lights.
Rotating machinery.
Lifting devices.
Others.
Points to be checked during Initial Cleaning.
Check points for nuts and bolts.
Lubrication check points.
Transmission system check points.
Hydraulic check points.
Pneumatic check points.
Electrical check point.

TPM of ARBOGA-3 m/c
2. Preparation of Schedule-
Initial cleaning is NOT one-time cleaning. It has to be done by the team
repeatedly, according to a schedule. It should never be done ONLY when there is
free time. (You are welcome to do it during free time ALSO). Production
Planning must keep time aside for Initial Cleaning. Ideally, keep 2 to 3 hours a
week. To ensure that cleaning is done regularly, a schedule is prepared which
tells which machine part is to be cleaned, by which operator and when. It also
includes daily, weekly and monthly checkpoints.
3. Tagging and preparation of Tag matrix-

Every time an abnormality is found, it has to be tagged. A tag is a small
paper, which bears the information about the machine and its abnormality. Tags
are of two types, white and red. White tag has to be removed by the operator.
White tag means that the operator himself can cure the abnormality. Red tag
means the abnormality cannot be removed by the operator alone and will need a
maintenance person’s help.
The tags are written on the TAG LIST and then white tag original copy is given
to Shift Manager, and Red Tag original to Maintenance. The tags are then
classified.
Simplest classification is:
-High Priority - do it in three days

-Low priority & easy to do - do it within a week
-Low priority and & to do - this can be pending.
Tag Removal-
After putting tags and making tag list, tags are removed by correcting the
abnormality.
At least temporary countermeasure is taken on the spot, rather than waiting
for the perfection. Tags are attacked according to priority set. Members are

TPM of ARBOGA-3 m/c
assigned responsibility for tag removal. Operators are encouraged to remove

more white tags – it enhances his skills and capabilities by providing more
opportunities to remove tags by him.
A tag matrix is a graph drawn that gives a comparative status of number of
tags put and tags removed.
4. One Point Lessons-

A one-point lesson is a learning Point that the operator may have realized
while doing the cleaning. For example, while cleaning the wash basin in the
washing room, it is realized that if the pump that sucks out the water is switched
off, the water comes back by siphon effect from the tank. And so it is necessary
to lift the pump and let air enter before switching off, so that siphon effect does
not occur.
An OPL is generated in a specific format and put up on the AM board so that
the other operators learn it too. The one point lesson has to be certified before it is
put up to ensure that a wrong lesson is not taught.

TPM of ARBOGA-3 m/c
AM STEP 1 IMPLEMENTATION ON ARBOGA 3 M/C

1. The things to look for while inspection on ARBOGA machine-
a) When machine is in stopped and electrically isolated condition-
Very Dirty Areas-
Un-lubricated Areas-
Loose fasteners/ belts/ electrical connections-
Play-
Out of alignment-
Out of straightness-
Signs of wear and tear-
Inaccessible or difficult to clean areas-
Difficult to inspect areas-
Can cause frequent breakdowns-
Can cause unsafe conditions
Can cause quality problems
Parts and accessories not in use but still attached to machine
Gauges and instruments which are non-functional/ not calibrated
Contaminated fluids, lubricants
Missing or choked filters
Corrosion
Deformation
Dents on machined surfaces
Imperfections
b) When machine is in running condition-

Vibrations
Leakage of oils, lubricants, air, steam, water
Unusual noise
Working of cooling fans

TPM of ARBOGA-3 m/c
Unusual smells
Wobbly movements
Eccentricity
Malfunctioning gauges
Function of safety devices
Function of error proofing devices
Function of proximity and limit switches
Function of sensors
Measure things like current drawn by motor, it’s insulation resistance
Speeds and feeds
Temperature, pressure and other process parameters against standards

TPM of ARBOGA-3 m/c
2. The cleaning schedule for ARBOGA 3 m/c-
Table 3.2 AM Cleaning Schedule

TPM of ARBOGA-3 m/c
3. Tag list for ARBOGA 3-
TAG TAG IDENTIFI COMP

OBSERVATION
NO. DETAILS ED ON DATE
1 CONTROL PANEL BUTTON LED NOT WORKING RED 8/11/2005

2 CONTROL PANEL RUSTY WHITE 8-Aug
3 M/C LAMP BRACKET LOOSE. RED 8-Aug
4 M/C LAMP WIRING CUT . WHITE
5 M/C LAMP GLASS NOT CLEAR. WHITE 8-Aug
6 SPINDLE HEAD MOTOR COVER BOLT MISSING. WHITE 8-Aug
A .C CABINET DOOR RUBBER LINING NOT
7 AVAIL.. RED 8/12/2005
8 COMPRESSOR COVER NOT AVAIL. RED 8/12/2005
9 OILY CABLES. WHITE 8-Aug
10 COOLANT PRESSURE SWITCH NOT WORKING. RED
11 NO GUARD FOR COOLENT PUMP MOTOR. RED
12 GLAND LEAKAGE FOR COOLENT PUMP. RED 8/12/2005
13 SPINDLE MOTOR WIRING CONNECTION. RED
SPINDLE MOTOR TERMINAL BOX GLAND NOT
14 AVAIL. RED 8/12/2005
15 GASKET NOT AVAIL. FOR GEAR BOX SEATING. RED
16 GAS SPRING NA. RED 8/12/2005
17 TELESCOPIC GUARD RUBBER LINING NA. RED
18 OIL LEAKAGE FROM SPINDLE. RED
19 AXIS MOTOR FITTING WITHOUT WASHER. WHITE 8-Aug
20 COOLENT PUMP FOUNDATION LOOSE. RED 8-Aug
21 PAINTING OF CONTROL PANEL. WHITE 8/12/2005
22 M/C PAINTING. WHITE 10-Aug
23 RESTRICTION OF BURR FLOWING ON CP. RED 8/1/2005
24 BURR ON CONTROL PANEL WHITE 10-Aug
25 DUST ON CP. WHITE 10-Aug
26 SPINDLE COVER RUSTY WHITE 10-Aug
27 GEAR BOX WIRE CLAMP NA. RED
28 DRAG CHAIN LOOSE. WHITE 10-Aug
BROKEN PLASTIC ADAPTOR COVER
29 OBSERVED ON TROLLEY. WHITE 10-Aug
30 DRILL SPINDLE BOX BOLTS LOOSE. WHITE 10-Aug
31 MOTOR SUPPORTING NUTS ARE LOOSE. WHITE 10-Aug
32 Y-AXIS BALL SCREW BOLTS ARE LOOSE. WHITE 10-Aug
33 OILY FLOOR AREA WHITE 8-Aug
34 LUBRICATOR OUTLET RUBBER PIPE LEAK. RED
Table 3.3 Tag list

TPM of ARBOGA-3 m/c
35 INTERNAL COOLENT VALVELOOSE WHITE 10-Aug

36 EXTERNAL COOLENT VALVE LOOSE. WHITE 8-Aug
37 DUST ON SPINDLE MOTOR FAN GUARD WHITE 10-Aug
38 RUSTY & OILY DRILL TOOL TROLLEY. WHITE 10-Aug
39 JOB SUPPORT BLOCK DIRTY. WHITE 8-Aug
40 CLAMPING STUDS ARE DIRTY. WHITE
41 OIL INDICATOR NOT WORKING . RED
42 SPINDLE LUBRICATION LEAKING. RED 8-Aug
43 SCREW JACK DIRTY. WHITE 10-Aug
44 Z-AXIS SHOCK ABSORBER NA. RED 8/12/2005
45 SEALING FOR GEAR BOX NA. RED
46 HYDRAULLIC OIL TANK DIRTY. WHITE 10-Aug
47 FLOORING PATCH WORK PENDING. RED
GEAR BOX LUBRICATION LEVEL INDICATOR
48 NW. RED 8/12/2005
49 POWER SOURCE NOT WORKING. RED
50 Z-AXIS JERKY MOVEMENT. RED
51 PECK DRILLING CYCLE NOTWORKING. RED
52 GROSS POSITIONING ERROR. RED
53 OIL LEAKAGES. RED 8/13/2005 5-Sep
54 D C VOLTAGE MISSING. RED
55 FLASH GUARD FLAP CUT. RED 9-Aug
56 SIDE GUARD COVERS DIRTY& RQD. PAINTING. RED 9-Aug
57 SIDE GUARD BEND. WHITE 9-Aug
58 TRAMPPED OIL SHIFTING . WHITE 9-Aug
59 UNWANTD MATERIAL REMOVED. WHITE 9-Aug
60 LUBRICATION PIPE GUARD COVER DIRTY. WHITE 9-Aug
61 SPINDLE BOLT COVER DIRTY WHITE 9-Aug
62 FLOORING PAINTING. RED 28-Aug
63 ACRYLIC SHEET ON CONTROLL PANEL RED 8/18/2005
64 TOOL TROLLEY MODIFICATION RED 8/18/2005
65 COOLENT PUMP DIRTY AREA WHITE 28-Aug
66 UNWANTED MATL . SHIFTING WHITE 28-Aug
67 FOUNDATION SPACER ALIGNMENT RED 24-Aug
68 PAINT REMOVEL ON FOUNDATION BLOTS WHITE 8/24/2005
69 AC.CABINET WATER LEAKAGE RED 8/24/2005
70 ARRENGAMENT FOR FLASHING GUARD WHITE 29-Aug
71 LUBRICATION POINT MARKING WHITE 30-Aug
72 COOLENTPUMP AREA CLEANING WHITE
73 PAINT FOUND ON FOUNDATION BOLT WHITE
74 STAND FOR FLASHING GUARD WHITE
75 MACHINE CLAMP GLASS NOT AVAILABLE RED
76 CONTROL PANEL BUTTON CLEANING WHITE
77 OIL LEVEL NOT VISIBLE RED 8/24/2005
78 LOOSE WIRES RED 9/3/2005
79 PEEP MARKING WHITE
80 OIL COLLECTION TRAMP NOT AVAILABLE WHITE
81 COLUMN PAINTING READ WHITE 9/5/2005
82 A.C.CABINET EXCESS CHILLED RED 9/6/2005
Table 3.3 contd.: tag list

TPM of ARBOGA-3 m/c
Tag Matrix for the past 10 months-
TAG STATUS
TAG DETECT
TAG CORRECTED
250
NO. OF TAGS
200
150
100
50
0
Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar- Apr- M
05 05 05 05 05 06 06 06 06 ay-
06
MONTH
Fig. 3.2: Tag matrix
Putting and removal of tags is a never-ending process. The tag list is to be

updated at the end of every week. The updated tag matrix is put up on the AM
board at the end of each month. An increasing graph shows that the exercise is
followed seriously. A straight graph indicates cleaning is not done regularly.

TPM of ARBOGA-3 m/c
4. One Point Lessons on ARBOGA 3 m/c-
Fig 3.3: OPL 1

TPM of ARBOGA-3 m/c
Fig. 3.4: OPL 2
There are in all 19 One-point lessons on the ARBOGA 3 machine. All have
not been included due to space limitations.

TPM of ARBOGA-3 m/c

Step 2 is about taking Corrective Action to permanently eliminate the
abnormalities that are encountered during step 1. Since cleaning is a never-ending
activity, it is likely that the operators get fed up and became careless about it. To
reduce operator’s monotony and facilitate cleaning-time reduction, step 2 is done.
In step2 the source of dirt is attacked so that the origin of dirt and cleanliness is
eliminated thus resulting in cleaning-time reduction. Considering the aim of step
2 following three things can be done-
Make Visual
Prevent Dirt/Dust Workplace
Eliminate
Outbreaks
Hard to Access Areas
How? How?
•Sign boarding
Identify Sources Open the areas •Outlining
Of dirt/ dust/ leaks/ spills
•Color coding
Cannot •Direction/Levels
•Grease/Oil Points
Plug the sources
Enclose the areas •Footprints
•Transparent guards
Cannot / Too Difficult / Costly

Make it easy to monitor:
Localize Make
basic conditions
Dirt/ dust/ leak/ spill Special cleaning tools
usage conditions
Reduces Cleaning Time
Fig. 3.5 Steps in AM 2

TPM of ARBOGA-3 m/c
To take the above given actions we’ll have to follow certain procedure. This
procedure can be explained as follows-
Identify Tags that

repeat
Visual Workplace
contributes to easy
Find Root Cause detection
- Perform 5-Why Corrective action:
Analysis Eliminate Root cause
Take Cannot Make Detection easy.

Countermeasure If outbreak begins,
Cannot
against root cause Adaptive Action: Easy to find at start
Prevent ill effects from
Spreading
Fig. 3.6 Procedure of AM 2
Identifying areas for working in step 2-

1. Initially make a map of machine or workplace, showing:
Locations where repeat tags occur , these locations can be classified as-
i. Difficult to check areas
ii. Difficult to clean areas
iii. Difficult to access areas
iv. Spillage points
v. Leakage areas
Once the areas are identified the machine should be mapped accordingly.
Mapping is locating the areas the identified areas on the machine. The next
step is to eliminate those areas or make an arrangement such that they can be
easily monitored. For this purpose a why- why analysis is done to find out the
root cause of the repeated tags.

TPM of ARBOGA-3 m/c
2. Why-Why Analysis:
It involves-
i. Identifying of problem
ii. Asking a why Question every time till we get the root cause of the problem.
One of the examples is given as follows. It deals with the oil spillage
problem.
Observation Why Why Why Why Why Countermeasure
Oil spills Valve Spout too To reach Bucket Make platform to

on floor drips on long bucket too low keep bucket
closing
Oil viscous Oil specs No action
Bucket Last drop Operator Not Production Plan production to

drips after not wiped does not trained pressure kep time for training
pouring know to - no time
from it put cloth for training
at end of
pouring
Table 3.4: WHY-WHY Analysis

3. Countermeasures
The actions taken on the root causes detected by why-why analysis are termed
as counter measures. Following are some of the countermeasures.
i. make hard to access areas easy to access-
a. Put cables together 121 114 p-26 c-28 –b-67- m-60 sm-17783 category-
4109 re-10295 re category- engg- 26640 ph-
b. Make transparent guards & covers
c. Enclose machines if there is no way to prevent dirt/dust/spills coming out

TPM of ARBOGA-3 m/c
ii. Make machines Visual-

Visual management is not for the operator. It is for the manager to control
without losing time. Following things are to be done while making m/c visual
a. Show arrows on pipeline directions of rotation

b. Mark dials in red/green
c. Show eye marks or footprints to indicate where and what manager should
see
d. Use color codes
e. Name each piece of equipment
f. Show max and min levels Write any specific data on the equipment itself
4. Results of countermeasures
The results of countermeasures are displayed as before and after chars. The
difference should be clearly visible to all. Also countermeasures should be
taken to the extent where it takes not more than 10 minutes for machine
cleaning.

TPM of ARBOGA-3 m/c
AM STEP 2 IMPLEMENTATION ON ARBOGA 3 M/C:

1. Machine mapping of ARBOGA 3-
The complete machine is mapped i.e. all the major areas are classified as:
DC - Difficult to clean
DA – Difficult to access
DCH – Difficult to check
CODE PARTICULARS COUNTERMEASURE STATUS

COOLANT SPILAGE ON
DC1 FLOOR FLASH GAURD MODIFIED COMPLETE
DC2 BURR SPILAGE ON FLOOR FLASH GAURD MODIFIED COMPLETE
DC3 Z-AXIS MOTOR FAN YET TO BE DECIDED COMPLETE
DC4 CABLE ON TOP TO BE WRAPPED IN PLASTIC COMPLETE
DC5 TABLE SLOT YET TO BE DECIDED COMPLETE
DC6 BOTTOM SIDE OF M/C YET TO BE DECIDED PENDING
TABLE TRECH FILTRATION
DC7 TABLE TRENCH SYSTEM COMPLETE
LUBRICATION TANK
DC8 BACKSIDE FIXTURE PLATE FOR CLEANING COMPLETE
DC9 A/C CABINET CABLE TRAY TO BE CLOSED FROM TOP COMPLETE
DC10 COOLANT OUTLET YET TO BE DECIDED COMPLETE
DC11 Z-AXIS SCALE YET TO BE DECIDED COMPLETE
DA1 CABLE ON TOP TO BE WRAPPED IN PLASTIC COMPLETE

DA2 Z-AXIS SCALE YET TO BE DECIDED COMPLETE
DA3 Z-AXIS MOTOR YET TO BE DECIDED COMPLETE
DA4 CABLE TRAY TO BE CLOSED FROM TOP COMPLETE
DA5 BOTTOM SIDE OF M/C YET TO BE DECIDED PENDING
LUBRICATION SYSTEM
DCH1 X-AXIS BALL SCREW REPAIRED COMPLETE
DCH2 X-AXIS SLIDE ADDED IN P.M CHECK LIST COMPLETE
DCH3 A/C CABINET FAN VISUAL INDICATOR INPROCESS
DCH4 Z-AXIS MOTOR YET TO BE DECIDED COMPLETE
DCH5 Y-AXIS BACKLASH YET TO BE DECIDED COMPLETE
DCH6 Z-AXIS BACKLASH YET TO BE DECIDED COMPLETE
DCH7 M/C ALARM ALARM LIST TO BE DISPLAYED COMPLETE
Table: 3.5: Machine mapping

TPM of ARBOGA-3 m/c
MACHINE MAPPING
DC 1 DA 1
DC 2 DA 2
DC 3
DC 4 DA 3
DC 5
DA 4
DC 6
DC 7 DA 5
DC 8
DC 9
DC 10
DC 11
DCH 1
DCH 2
DCH 3
DCH 4
DCH 5
DCH 6
DCH 7
Fig. 3.7: Machine mapping

TPM of ARBOGA-3 m/c
2. WHY-WHY Analysis:
Table 3.6: WHY-WHY Analysis

TPM of ARBOGA-3 m/c
3. Countermeasures:
Before After
Fig. 3.8: Countermeasures
4. Effect of countermeasures:
(i) Reduction in cleaning time from 3 hrs. to 0.5 hrs.
CLEANING TIME
3.5
3
2.5 HR.
HRS.
2
1.5
1
0.5
0
13/11/05 14/11/05 15/11/05 16/11/05 17/11/05
DATE
Fig. 3.9: Effect of countermeasures

TPM of ARBOGA-3 m/c
(ii) Reduction in MTTR (Mean time to repair):
MTTR
300
250
200
HRS
150
100
50
0 Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar-

05 05 05 05 05 06 06 06
MTTR 248 248 191 191 130 110 91 87
MONTH
Fig. 3.10: Effect of countermeasures
(iii) Increase in MTBF (Mean time between failure):
MTBF
1000
900
800
700
600
HRS
500
400
300
200
100
0
Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06
MONTH
Fig. 3.11 Effect of countermeasures

TPM of ARBOGA-3 m/c

1. Tentative checklists:
In AM Step 3 we are involved in making tentative checklists for lubrication
as well as maintenance. These checklists are similar to cleaning schedules, in that
the time to be given for the particular activity, frequency of checking as well as
tool/sense organ (like eye, touch etc.) to be used for checking are given. The
checklist is prepared for individual part of machine and areas requiring
lubrication. Help of maintenance personnel is taken in preparation of these
checklists.
2. Visuals on machine:
The various areas of machine which can be inspected from a particular point
on the Gemba are marked on the shop floor as foot-prints. One can inspect
several parts of the machine just by standing at these particular points. They give
a picture in totality of the condition of machine and we also can conclude about
the corrective actions to be taken if any.
3. Kiken Yochi Technique (KYT – Speak and point technique):

A particular activity in the checklist such as cleaning of oil filter is broken
up into individual actions and these are represented in chronological order. The
action being performed is described by pointing at the appropriate area and
explaining what actually is being done. Thus the speak and point technique gives
the technically correct and suitable way of performing a particular action.

Eqpt Part Sr. Standard Method Tool Action if not ok Time When
No ( Min.) Daily Weekly Monthly
X-axis slide L1- Properly Look& 1)Check oil level 1 min
L6 lubricated feel of lube tank.
(220no oil =0.2cc) 2)Check pressure 2 min
TPM of ARBOGA-3 m/c
Of lube tank.
A.I.S.S.M.S.’s CoE, Pune-1

3)Check&clean 50 min.
cartridge
Y-axis slide L7- Properly Look 1)Check oil level 15min

L18 lubricated. &feel of lube tank.
(220no oil =0.2cc) 2)Check pressure
Of lube tank.
3)Check&clean
cartridge
Z-axis slide L19 Properly Look 1)Check oil level 13min

1. Tentative lubrication checklist for ARBOGA 3 m/c:
to lubricated &feel of lube tank.

L24 (220no oil =0.2cc) 2)Check pressure 3min
Of lube tank.
3)Check&clean
cartridge
AM STEP 3 IMPLEMENTATION ON ARBOGA 3 M/C:
60
Table 3.7: Lubrication checklist
Eqpt Part Sr. Standard Method Tool Action if not ok Time When
No ( Min.) Daily Weekly Monthly
Control panel 4 Programme Look Transferring of 5min
available on And Feel the programme ,
control panel Check graphics 10min
as per drawing
TPM of ARBOGA-3 m/c
A.I.S.S.M.S.’s CoE, Pune-1

Tool setting 5 Availability of Look and Bring tools 2min
tools on tool feel
Tentative maintenance checklist:
trolley Check size of tool 1min
Coolant tank 6 Coolant level and Look and Add water and 15min
concentration to feel cutting oil
bemaintained. Check coolant 2min
concentration
61
Table 3.8: Maintenance checklist
TPM of ARBOGA-3 m/c
2. Speak and Point technique:

STEP1: SWITCH OFF THE
MACHINE.
STEP 2: REMOVE
TERMINAL BOX SCREWS
4NOS.
(STAR SCREW DRIVER TO
BE USED)
STEP 3: REMOVE LUBE TANK

4 SCREWS

TPM of ARBOGA-3 m/c
STEP 4: REMOVING OIL

TANK,
AVOID FOULING WITH
PUMP&FILTER
ASSEMBLY.
STEP 5:REMOVE FILTER
STEP 6: CLEAN FILTER BY

USING AIR GUN ( OUTSIDE
TO INSIDE)

TPM of ARBOGA-3 m/c
STEP 7: REMOVING OIL FROM

TANK
STEP 8: CLEAN THE TANK WITH

BRUSH AND CLOTH
STEP 9: STRAINER CLEANING

USING BRUSH AND CLOTH

TPM of ARBOGA-3 m/c
STEP 10: FITTING TERMINAL

BOX OF TANK
STEP 11: FITTING OF FILTER
STEP 12: REFILLING OF OIL AND

FIT THE LUBE TANK CAP.
Fig. 3.12 Speak and Point technique

TPM of ARBOGA-3 m/c
OEE Graph:
CNC Arboga 3
100
90
80
70
60
VALUE
50
40
30
20
10
0
r
pr
ar
r
eb
eb
Ap
a
Ap
Ap
Ap A p
a
a
Fe
Fe
9A
1M
4M
8M
5M
4F
1F
-8
-1
15
22
r -2
18
25
-1
-1
-1
-2
b-
n-
r-
pr
b-
b-
ar
r-
eb
ar
Ap
Fe
3A
Ja
ar
ar
Fe
Fe
Ap
24
6F
6M
M
27
29
27
10
13
20
17
13
20
WEEK
Fig. 3.13 Overall Equipment Efficiency curve
The overall equipment efficiency has increased from 70 % to 90 %.
5. Cost Saving:
In 10 months since TPM of ARBOGA-3 was undertaken, the total cost saving
due to reduction in breakdown hours has been Rs. 12,700 / -. This is the finance
approved savings.

TPM of ARBOGA-3 m/c

TPM of ARBOGA-3 m/c
Conclusion:
The TPM step-3 of ARBOGA-3 machine is completed.
6. Other TPM undertaken:

1. STEP 1 of CNC ARBOGA-2 co-ordinate drilling m/c
2. STEP 1 of CNC FLOTECH plate cutting m/c
3. STEP 1 of ROUNDO ROLLING m/c
4. STEP 1 of CNC JAMESON (CONUCO) m/c

DESIGN OF TEMPLATE BOARD
DESIGN OF TEMPLATE BOARD FOR ROUNDO

ROLLING MACHINE:
1. Objective:
i. The main objective of this assignment is to provide a suitable
stand/board for keeping the templates (41 nos.) of ROUNDO rolling
machine which are presently dispersed on the shop floor.
ii. The board should be easy to use, that is it must be easy to remove
the templates as well as place them again on the board. No time
must be wasted in finding the right template as per need.
iii. The location of each template should be fixed on the board and must
be labelled properly so that it can be easily visualised which
template is removed from the board. The shadow of each template
must be painted on the board.
Need:
The ROUNDO machine is a 4-roller, plate rolling machine used to roll
the shells required in fabrication of Upper shell (housing of LTG/HTG) and
lower shell (housing for evaporator/absorber section) of Vapour Absorption
Machines.
The rolled plate is not achieved in a single step, but the plate needs to be
gradually rolled until the required curvature is achieved. This curvature is
checked by the operator using rolling templates. These templates are nothing
but small plates which can be manually handled, and confirm with the ideal
design curvature required for the particular shell. Since several curvatures are
required for a given model of VAM and due to a large range of models
manufactured, the no. of templates is very large, i.e. 41. The storage of so

many templates is crucial, since they should not be deformed/bent for giving
reliable rolling of shells.
In view of the Kaizen activities being undertaken, throughout plant 11,
the shadow board is indispensable. Moreover, earlier, there was not much
focus on improvement of plant aesthetics.
Another alternative to abovementioned problems is preparation of racks
for storage of templates. However, the said rack would suffer from following
drawbacks:
1. It would be difficult to remove the template lying on the bottom
of rack on which other templates are placed. Hence, much time
will be wasted in retrieving the appropriate template.
2. It will be difficult to find out which template is missing.
3. The rack occupies much more space than a sleek board.
4. Since the total weight of all templates combined is less than 30
kg, a bulky rack will be redundant.
Hence, it was decided to design and fabricate a template/shadow board
based on the above requirements and constraints.
2. Preparation of drawings of templates:

The templates were in use since quite long time and hence their drawings
could not be found out. We had to undertake the Herculean task of making
the drawings of all the 41 templates on AutoCAD.

Fig. 4.1 Template drawings

Fig. 4.2 Present condition of templates
3. Design of shadow board:

Once the drawing of all templates was made, the particular templates
were arranged so that they would cover the least area. The drawing of the
shadow board was finalised and order given to vendor viz. Mr. Kiran Pankar.
The shadow board is to be made from 3mm thick perforated sheet and is
provided with stand for placing on shop floor and lifting hooks for moving
using EOT crane.

Fig. 4.3 Design of shadow board
4. Benefits of shadow board:

1. No time wasted in searching the templates while rolling of shells.
2. Easy to use.
3. Every template has a fixed location on board and hence template
missing from board can be identified quickly.
4. Shop floor area remains uncluttered and plant looks neat and tidy.

5. Cost savings:
• On an average 5 minutes saved per shift in finding the right template
from the lot.
• 15 minutes saved per day
• Time saved per year = 15 x 300 = 4500 = 75 hours.
• Plant rate is more, but taking Rs. 100 per hour, we get gross Cost
saving = Rs. 7,500
• The cost of fabrication of shadow board is Rs. 3700 /-
• Net cost saving = 7500 – 3700 = Rs. 3800 /-
• This cost saving is for first year. The saving for next year will be
greater.
6. Conclusion:
The template shadow board is designed and given for fabrication to
vendor. It is to be received from the vendor and implemented in the shop
floor, hence the savings shown are projected ones and not finance approved.

CONCLUSION
CONCLUSION
The 6 months of training at Thermax has greatly benefited me in several

ways. I have witnessed the immense power of technology and how it can be put
to productive purposes for the benefit of mankind. I also became aware of my
role as a Mechanical Engineer in making this possible.
During my stint at Thermax, I have learnt several things besides

engineering which include, but are not limited to the working of a giant
organization, interaction and communication skills, analytical skills, importance
of safety in industry, time management and the most important fact that no work
is small.
The training has also inculcated in me professionalism and dedication to

work. No textbook would have been able to do all this just within a span of 6
months. It has proved to be an important milestone in my academic life.

REFERENCES
REFERENCES
1. Operation & Maintenance manual – Vapour Absorption Machine.
2. ‘FLOTECH’ machine manual.
3. ‘ARBOGA’ 5008 machine manual.
4. Comprehensive approach to Zero breakdown – Planned

Maintenance – Keikaku Hozen…By Kinjiro Nakano.
5. Production Technology… By R.K. Jain.
6. Industrial Management I & II…By L.C. Jhamb.
7. TPM and Autonomous Maintenance manuals…THERMAX.

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A REPORT ON

INDUSTRIAL INPLANT TRAINING

FROM 1ST JANUARY 2006

UNDER THE GUIDANCE OF

DEPARTMENT OF MECHANICAL ENGINEERING,

The following report gives a detailed and comprehensive

1 INTRODUCTION TO ‘THERMAX LIMITED’ 01 – 21

3 TPM STEP 3 OF CNC ARBOGA-3 CO-ORDINATE 30 – 68

My sincere thanks to Prof. Chaitanya, Head of Mechanical Engineering

THERMAX means maximum utility of thermal energy, name itself

Thermax has been rolling out a company-wide initiative to transform the

(I) Boilers and Heaters projects:

Fig. 1.1 Organisational structure of B&H

Cogen Division works in synergy with the other divisions to offer 30 - 50 % of

(II) Cooling and Heating (C&H)

To pursue this mission Process heat division has been continuously

Non conventional / agro-based fuels…

All these innovations of providing energy efficient solutions have been

State of the art manufacturing set up

PP stamp of quality, from the American Society Of Mechanical Engineers

Textiles Beverages Distilleries

Products Range Features

Hot Water widely

Service & Spares

Enviro (for checking boiler emissions) and Waste Management (effluent

Conventional Electric Machines Absorption Machines

¾ Operates on electricity ¾ Uses Heat energy

Table 1.2 Comparison between Vapour compression m/c & VAM

The Concept of Absorption

Fig. 1.2 Working of chiller (VAM)

Value Added Cooling Solutions

(III) Water Treatment Division

(IV) Waste Management Division

(V) Air Pollution Control Division

¾ Rigid frame electrostatic precipitators for utility /industrial

DESIGN OF UNIT-WISE TUBE-PLATE STAND:-

HAND-OVER TO DRILLING SHOT-

A.I.S.S.M.S.’s CoE, Pune-1 22

HAND-OVER TO DRILLING SHOT-

A.I.S.S.M.S.’s CoE, Pune-1 23

2. Chiller tube plates:

WEIGHT AND DIMENSION ANALYSIS

MODEL LSTP USTP HTGTP GROSS WT.

WEIGHT DIMENSION WEIGHT DIMENSION WEIGHT DIMENSION

A.I.S.S.M.S.’s CoE, Pune-1 24

Fig.2.3 Tube-plates of model SD-50

3. LSBF: Lower shell baffles are required as intermediate tube support

A.I.S.S.M.S.’s CoE, Pune-1 25

Fig2.4 Workers loading tube-plates in stand

A.I.S.S.M.S.’s CoE, Pune-1 26

Fig.2.6 Lifting the stand with EOT

Fig. 2.7 Tube-plate status monitoring board

A.I.S.S.M.S.’s CoE, Pune-1 27

6. Savings: The following is finance approved saving:

 Time saved in material handling per shift = 25 min.

A.I.S.S.M.S.’s CoE, Pune-1 28

A.I.S.S.M.S.’s CoE, Pune-1 29

TOTAL PRODUCTIVE MAINTENANCE

A.I.S.S.M.S.’s CoE, Pune-1 30

Fig 3.1: Pillars of TPM

A.I.S.S.M.S.’s CoE, Pune-1 31

A very important aspect of TPM is the establishment of autonomous maintenance.

As most of the Lean Manufacturing techniques and tools, autonomous

Time saved in material handling per shift = 25 min.

Steps of Autonomous maintenance:

Counter measures against sources of contamination.

Operators make standards themselves with guidance by P.M.