Evaluate TPM at Cao Bang Iron and Steel Joint Stock Company

Cao Bang Iron and Steel Joint Stock Company (GTCB) belongs to Vietnam National Coal-Mineral Industries Group with the main business of producing steel billets from iron ore.

From January 2019, Cao Bang Iron and Steel Joint Stock Company has joined the TPM implementation program with the 3 pillars: Autonomous Maintenance (AM), Planned Maintenance (PM) and Focus improvement (FI) at Sintering factory.

One advantage for TPM for GTCB is that the company is well maintaining 5S – the foundation for TPM. The company has implemented 5S since April 2018 under the Technical Assistance program of the Department of Science and Technology, Ministry of Industry and Trade (MOIT). The company’s 5S activities have been certified by the Ministry of Industry and Trade to participate in the program. At the company, 5S activities are disseminated to all employees and maintained effectively (until now, September 2019), bringing positive results in the factorys of mineral, sintering, iron and steel smelting, Mechanical and Electrical and energy departments.

Participating in the TPM Implementation Support Program of the Department of Science and Technology, Ministry of Industry and Trade, the company has been supported in training and step by step instruction:

Day 1: TPM theory training; Practical guidance at the Factory about the Losses of the Sintering machine; AM; PM; and Opportunities for improvement at Sintering factorys.

Day 2: Guidance on Red Tag forms, Before – After photos, and 1 point lesson (OPL); Forms of statistics of red tag numbers and analysis; OEE calculation form; Forms for calculating MTTR (Mean time to repair) and MTBF (Mean time between repair). After the training, factory staff understood the red tag activity and data collection.

Day 3: TPM committee members are trained on Planned maintenance pillars with the following contents: Maintenance forms; 16 losses affected; OEE calculation method; How to calculate MTTR; Calculation of MTBF; 5 stages of preventive maintenance development; 7 steps of preventive maintenance.

Day 4: Consult and guide the AM activities at the Sintering Factory on the content of red tags, OPL; Training on Target / Target; and AM activities guide (do visual management according to OPLs one-point lessons, training materials, etc). After training, TPM staff of the factory can set up a Loss Tree / Loss Tree; Use herringbone diagrams to find the cause of errors in proposing improvement topics.

Day 5: Training pillars of HSE (Safety – Health – Environment), which focuses on the content Safety at the equipment, safety when operating the machine; identify and warn unsafe risk points.

Day 6: Advanced PM pillar guide, including the content of Loss analysis (according to Loss tree diagram); Forming improvement teams at the factory; Implementation of improvement process at the factory.

Day 7: Evaluation of 3 pillars AM, PM and FI. Evaluation results achieved a 72% score (that meet the requirement of the Program).

Consultation days are separated by an average of one month to ensure that TPM members have time to implement and evaluate how each TPM pillars’s activities works.

After the assessment, the Board of Directors’ meeting summarized the achieved results, acknowledged the benefits that TPM activities bring to the factory, and pledged to continue to implement a strong TPM at the Factory. and create examples to replicate to other factorys in GTCB.

Productivity and Quality Office