Tpm total productive maintenance

TOTAL PRODUCTIVE MAINTENANCE
KULDEEP MATHUR
M.B.A. JIWAJI UNIVERSITY GWALIOR
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1. About TPM1. About TPM
A company-wide team-based effort to build
quality into equipment and to improve overall
equipment effectiveness
Total
◦ all employees are involved
◦ it aims to eliminate all accidents, defects and breakdowns
Productive
◦ actions are performed while production goes on
◦ troubles for production are minimized
Maintenance
◦ keep in good condition
◦ repair, clean, lubricate
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1. Other Definition1. Other Definition
TPM combines the traditional American
practice of preventive maintenance with
Total Quality Control and Total Employee
Involvement, to create a culture where
operators develop ownership of their
equipment, and become full partners with
Maintenance, Engineering and Management
to assure equipment operates properly
everyday.
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1a. Other Explanations of TPM1a. Other Explanations of TPM
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. It is no
longer simply squeezed in whenever there is a break in
material flow. The goal is to hold emergency and
unscheduled maintenance to a minimum.
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2. Origins of TPM2. Origins of TPM
TPM evolved from TQM, Dr. Deming introduced statistical analysis
and used the resulting data to control quality during manufacturing
(TQM)
The Japanese imported preventive maintenance (PM) from the united
states in the 1950s and it remained well established until the 1970s.
This consisted mainly of time-based maintenance featuring periodic
servicing and overhaul. During the 1980s PM was steadily replaced by
predictive maintenance, or condition-based maintenance
Some general concepts of TQM did not work well in the maintenance
environment. There was little or no involvement of the machine
operator in the maintenance program and maintenance personnel had
little training beyond what was contained in often inadequate
maintenance manuals.
5

2. Origins of TPM (Cont.)2. Origins of TPM (Cont.)
 The need to go further than preventive maintenance was quickly
recognized by those companies who were committed to TQM
 The origin of the term "Total Productive Maintenance" is
disputed. Some say that it was first coined by American
manufacturers over forty years ago. Others contribute its origin
to a maintenance program used in the late 1960's by
Nippondenso, a Japanese manufacturer of automotive electrical
parts. Seiichi Nakajima, an officer with the Institute of Plant
Maintenance in Japan is credited with defining the concepts of
TPM and seeing it implemented in hundreds of plants in Japan.
 TPM is defined as productive maintenance involving total
participation - a kind of marriage between PM and TQM,
Maintenance became an integral part of TQM in the early 90’s.
6

3. TPM principles3. TPM principles
Increase Overall Equipment Effectiveness
(OEE)
Improve existing planned maintenance systems
The operator is the best condition monitor
Provide training to upgrade operations and
maintenance skills
Involve everyone and utilize cross-functional
teamwork 7

4. TPM Goal (1)4. TPM Goal (1)
TPM aims to establish good maintenance practice through the pursuit of
"the five goals of TPM”
(1) Improve equipment effectiveness: examine the
effectiveness of facilities by identifying and examining all losses which
occur - downtime losses, speed losses and defect losses.
(2) Achieve autonomous maintenance: allow the
people who operate equipment to take responsibility for, at least some,
of the maintenance tasks. This can be at :
◦ the repair level (where staff carry out instructions in response to a problem);
◦ the prevention level (where staff take pro-active action to prevent foreseen
problems); and the
◦ improvement level (where staff not only take corrective action but also
propose improvements to prevent recurrence).
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(3) Planed maintenance: have a systematic approach
to all maintenance activities.
This involves the identification of the nature and level of
preventive maintenance required for each piece of
equipment, the creation of standards for condition-
based maintenance, and the setting of respective
responsibilities for operating and maintenance staff.
The respective roles of "operating" and "maintenance"
staff are seen as being distinct. Maintenance staff are
seen as developing preventive actions and general
breakdown services, whereas operating staff take on the
"ownership" of the facilities and their general care.
Maintenance staff typically move to a more facilitating
and supporting role where they are responsible for the
training of operators, problem diagnosis, and devising
and assessing maintenance practice.
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(4) Train all staff in relevant maintenance skills:
◦ The defined responsibilities of operating and maintenance staff require that each has
all the necessary skills to carry out these roles.
◦ TPM places a heavy emphasis on appropriate and continuous training.
(5) Achieve early equipment management:
◦ The aim is to move towards zero maintenance through "maintenance prevention"
(MP).
◦ MP involves considering failure causes and the maintainability of equipment during
its design stage, its manufacture, its installation, and its commissioning.
◦ As part of the overall process, TPM attempts to track all potential maintenance
problems back to their root cause so that they can be eliminated at the earliest
point in the overall design, manufacture and deployment process.
10

Objective of TPMObjective of TPM
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• Zero accidents
• Zero defects
• Zero downtime
• Zero failures
• Zero losses
• Zero delays
• Zero overtime
• Zero …….

Similarities between TQM and TPMSimilarities between TQM and TPM
The TPM program closely resembles the
popular Total Quality Management (TQM)
program. Many of the tools such as employee
empowerment, benchmarking, documentation,
etc. used in TQM are used to implement and
optimize TPM. Following are the similarities
between the two.
◦ Total commitment to the program by upper level management is
required in both programs
◦ Employees must be empowered to initiate corrective action, and
◦ A long range outlook must be accepted as TPM may take a year or more
to implement and is an on-going process. Changes in employee mind-set
toward their job responsibilities must take place as well.
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Differences between TQM and TPMDifferences between TQM and TPM
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Category TQM TPM
Object
Quality ( Output and
effects )
Equipment ( Input and
cause )
Means of
attaining goal
Systematize the
management. It is
software oriented
Employees
participation and it is
hardware oriented
Target Quality for PPM
Elimination of losses
and wastes.

The Pillars of TPMThe Pillars of TPM
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PlannedMaintenance
5S
Total Employee Participation
JishuHozen
KobetsuKaizen
Training&Development
OfficeTPM
Safety,Health&Environment
TOTAL
PRODUCTIVE MAINTENANCE
QualityMaintenance

TPM Plant StructureTPM Plant Structure
15

5. TPM implementation5. TPM implementation
3 requirements for fundamental improvement3 requirements for fundamental improvement
Increasing motivation: changing peoples
attitudes
Increasing competency and peoples skills
Improving the work environment, so that
it supports the establishment of a program
for implementing TPM
16

5. TPM Implementation5. TPM Implementation
12 steps12 steps
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Preparation
Kick-off
Implementation
1.Announcement to introduce TPM
2.Introductory education campaign for the workforce
3.TPM Promotion (special committees)
4.Establish basic TPM policies and goals
5.Preparation and Formulation of a master plan
7.Develop an equipment management program
8.Develop a planned maintenance program
9.Develop an autonomous maintenance program
10.Increase skills of production and maintenance personnel
12.Perfect TPM implementation and raise TPM levelsStabilization
11.Develop early equipment management program
6.Invite customers, affiliated companies and subcont.

5. TPM Implementation5. TPM Implementation Process flowProcess flow
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• Train and Introduce
• Promotion Office
• Policies and Targets
• Prepare Master Plan
• Education
• Quality
• Office
• Safety

6. Benefits of Total Productive Maintenance6. Benefits of Total Productive Maintenance
TPM reduces equipment-related waste including: downtime, speed losses, defects, frequent
adjustments, breakdowns, etc. Typical manufacturing operations have experienced improvements
in the following areas in a relatively short period of time (6-12 months) through the
implementation of TPM:
Overall Equipment Effectiveness (capacity) improvement of 25-50%.
◦ Quality improvement of 25-50%
◦ Maintenance expenditure reductions of 10-50%
◦ Percent Planned vs. Unplanned maintenance increase of 10-60%
◦ Increased equipment productivity
◦ Reduced equipment downtime
◦ Increased plant capacity
◦ Lower maintenance and production costs
◦ Approaching zero equipment-caused defects
◦ Enhanced job satisfaction
◦ Increased Return On Investment
19

The Results of TPMThe Results of TPM
 Ford, Eastman Kodak, Dana Corp., Allen Bradley, Harley Davidson,
M&M, Sundram Fasteners, Maruti, Tata Motors; these are just a few of
the companies that have implemented TPM successfully. All report an
increase in productivity using TPM.
 Kodak reported that a $5 million investment resulted in a $16 million
increase in profits which could be traced and directly contributed to
implementing a TPM program.
 One appliance manufacturer reported the time required for die changes
on a forming press went from several hours down to twenty minutes!
This is the same as having two or three additional million dollar machines
available for use on a daily basis without having to buy or lease them.
 Texas Instruments reported increased production figures of up to 80% in
some areas. Almost all the above named companies reported 50% or
greater reduction in down time, reduced spare parts inventory, and
increased on-time deliveries. The need for out-sourcing part or all of a
product line was greatly reduced in many cases.
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ConclusionConclusion
 Today, with competition in industry at an all time high, TPM may be the
only thing that stands between success and total failure for some
companies. It has been proven to be a program that works. It can be
adapted to work not only in industrial plants, but in construction, building
maintenance, transportation, and in a variety of other situations.
 Employees must be educated and convinced that TPM is not just another
"program of the month" and that management is totally committed to the
program and the extended time frame necessary for full implementation.
If everyone involved in a TPM program does his or her part, an unusually
high rate of return compared to resources invested may be expected.
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PILLAR 1 - Autonomous Maintenance (JishuPILLAR 1 - Autonomous Maintenance (Jishu
Hozen)Hozen)
 JH is about automatic response in maintaining the machine’s basic condition.
 Geared towards developing operators to be able to take care of small maintenance
tasks.
Policy:
 Uninterrupted operation of equipments.
 Flexible operators to operate and maintain other equipments.
 Eliminating the defects at source through active employee participation.
JISHU HOZEN Targets:
 Reduce process time by 50%
 Increase use of JH by 50%
23

PILLAR 1 - Autonomous MaintenancePILLAR 1 - Autonomous Maintenance
(Jishu Hozen – Contd.)(Jishu Hozen – Contd.)
7 steps are implemented to progressively increase operators knowledge,
participation and responsibility for their equipment.
1. Perform initial cleaning and inspection
2. Countermeasures for the causes and effects of dirt and dust
3. Establish cleaning and lubrication standards
4. Conduct general inspection training
5. Carry out equipment inspection checks
6. Workplace management and control
7. Continuous improvement
24

PILLAR 2 -PILLAR 2 - Equipment and process improvementEquipment and process improvement
(Kobetsu Kaizen)(Kobetsu Kaizen)
 This pillar is aimed at reducing losses in the workplace that affect the efficiencies. By
using a detailed and thorough procedure it eliminate losses in a systematic method using
various Kaizen tools.
 Basically kaizen is for small improvements.
 These activities are not limited to production areas and can be implemented in
administrative areas as well.
 Kaizen Policy :
Practice concepts of zero losses in every activity.
To achieve cost reduction targets in all resources
To improve over all plant equipment effectiveness.
 Kaizen Target :
To achieve and sustain zero loses with respect to minor stops, measurement and
adjustments, defects and downtimes.
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Tools used in KaizenTools used in Kaizen
 PM analysis
 Why - Why analysis
 Summary of losses
 Kaizen register
 Kaizen summary sheet
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PILLAR 3 -PILLAR 3 - Planned maintenancePlanned maintenance
 It is aimed to have trouble free machines and equipments
producing defect free products for total customer satisfaction.
 Policy :
◦ Achieve and sustain availability of machines
◦ Optimum maintenance cost.
◦ Reduces spares inventory.
◦ Improve reliability and maintainability of machines.
 Target :
◦ Zero equipment failure and break down.
◦ Improve reliability and maintainability by 50 %
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PILLAR 3 -PILLAR 3 - Planned maintenance (cont’d)Planned maintenance (cont’d)
 Six steps in Planned maintenance :
◦ Equipment evaluation and recoding present status.
◦ Restore deterioration and improve weakness.
◦ Building up information management system.
◦ Prepare time based information system, select equipment, parts and
members and map out plan.
◦ Prepare predictive maintenance system by introducing equipment
diagnostic techniques and
◦ Evaluation of planned maintenance.
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PILLAR 4PILLAR 4 –– Quality Maintenance (Quality Maintenance (Hinshitsu Hozen)Hinshitsu Hozen)
 Objective
• to set and maintain conditions to accomplish zero defects.
• Perfect equipment produce perfect parts!
• The condition are checked and measure in time series to verify that measure
values are within standard values to prevent defects.
 Policy
Defect free conditions and control of equipments.
Focus on prevention of defects at source
Effective implementation of operator quality assurance.
 Target
Achieve and sustain customer complaints at zero
Reduce cost of quality by 50 %.
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Pillar 5: 5S - SEIRI - Sort outPillar 5: 5S - SEIRI - Sort out
 To sort and organized items as critical, important,
frequently used items, useless, or items that are not
need as of now.
 Critical items to be kept for use nearby and items that
are not be used in near future, should be stored in
some place.
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SEITON - OrganiseSEITON - Organise
Items shall be placed back after usage at the
same place.
The concept is "Each items has a place, and
only one place".
For easily identify, name plates and colored
tags has to be used for the items.
Vertical racks can be used for this purpose,
and heavy items occupy the bottom position
in the racks.
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SEISO - Shine the workplaceSEISO - Shine the workplace
This involves cleaning the work place free
of burrs, grease, oil, waste, scrap etc.
No loosely hanging wires or oil leakage
from machines.
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SEIKETSU - StandardizationSEIKETSU - Standardization
Employees need to discuss together and
decide on standards for keeping the work
place / Machines / pathways neat and
clean.
This standards are implemented for the
whole organization and are tested /
Inspected randomly.
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SHITSUKE - Self disciplineSHITSUKE - Self discipline
This includes wearing badges, following
work procedures, punctuality, dedication
to the organization etc.
Considering 5S as a way of life and bring
about self-discipline among the employees
of the organization.
34

PILLAR 6 - EDUCATION AND TRAININGPILLAR 6 - EDUCATION AND TRAINING
 Education is given to operators to upgrade their skill.
 It is not sufficient know only "Know-How"
 They should also learn "Know-why".
 The employees should be trained to achieve the four phases
of skill.
 The goal is to create a factory full of experts.
◦ Phase 1 : Do not know.
Phase 2 : Know the theory but cannot do.
Phase 3 : Can do but cannot teach
Phase 4 : Can do and also teach.
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con’tcon’t
 Policy :
1. Focus on improvement of knowledge, skills and
techniques.
2. Creating a training environment for self learning
based on felt needs.
3. Training curriculum / tools /assessment etc
conductive to employee revitalization
4. Training to remove employee fatigue and make
work enjoyable.
36

CON’TCON’T
 Target :
1. Achieve and sustain downtime due to want of men at
zero on critical machines.
2. Achieve and sustain zero losses due to lack of
knowledge / skills / techniques
3. Aim for 100 % participation in suggestion scheme.
37

CON’TCON’T
 Steps in Educating and training activities :
1. Setting policies and priorities and checking present status of
education and training.
2. Establish of training system for operation and maintenance
skill up gradation.
3. Training the employees for upgrading the operation and
maintenance skills.
4. Preparation of training calendar.
5. Kick-off of the system for training.
6. Evaluation of activities and study of future approach.
38

PILLAR 7 - OFFICE TPMPILLAR 7 - OFFICE TPM
 Office TPM should be started after activating four other
pillars of TPM to improve productivity, efficiency in the
administrative functions and identify and eliminate losses.
 Processing loss
 Communication loss
 Set-up loss
39

CON’TCON’T
 How to start office TPM ?
TPM co-ordinate plans and guides the sub committee.
1. Providing awareness about office TPM to all support
departments
2. Identify the scope for improvement in each function
3. Collect relevant data
40

CON’TCON’T
5. Help them to solve problems in their circles
6. Make up an activity board where progress is monitored
on both sides - results and actions along with Kaizens.
7. Fan out to cover all employees and circles in all functions.
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CON’TCON’T
 Office TPM and its Benefits :
1. Involvement of all people in support functions for focusing
on better plant performance
2. Better utilized work area
3. Reduce repetitive work
4. Reduced inventory levels in all parts of the supply chain
5. Reduced administrative costs
6. Reduced inventory carrying cost
42

PILLAR 8 - SAFETY, HEALTH AND ENVIRONMENTPILLAR 8 - SAFETY, HEALTH AND ENVIRONMENT
 Target :
1. Zero accident,
2. Zero health damage
3. Zero fires.
 In this area focus is on to create a safe workplace and a
surrounding area that is not damaged by our process or
procedures.
 This pillar will play an active role in each of the other pillars
on a regular basis.
43

CON’TCON’T
 A committee is constituted for this pillar which comprises
representative of officers as well as workers.
 The committee is headed by Senior vice President (Technical ).
 Manager (Safety) is looking after functions related to safety.
 To create awareness among employees various competitions
like safety slogans, Quiz, Drama, Posters, etc. related to
safety can be organized at regular intervals.
44

5.1. Announce top management’s decision to introduce TPM5.1. Announce top management’s decision to introduce TPM
State TPM objectives in a company notice
board information/company newsletter to
inform all employees.
Place articles on TPM in the company
bulletins.
45

5.2. Introductory education campaign5.2. Introductory education campaign
Seminars for managers
Slide presentations for all employees
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5.3. TPM Promotion5.3. TPM Promotion
Special committees at every level to promote
TPM
Newsletters
Articles
Videos
Posters
47

5.4. Establish basic TPM policies and goals5.4. Establish basic TPM policies and goals
Analyze existing conditions
Set goals
Predict results
48

5.5. Preparation and Formulation of a master plan5.5. Preparation and Formulation of a master plan
A master plan lays out your goals, what you
will do to achieve them and when you will
achieve them
Detailed plans for each pillar have to be
prepared
49

5.6. TPM kick-off5.6. TPM kick-off
The main kick-off to TPM should take the
form of a formal presentation with all the
employees attending
This opportunity can be used to gain the full
support of the employees
Invite external customers, affiliated and
subcontracting companies
50

5.7. Develop an equipment management program (1)5.7. Develop an equipment management program (1)
The tools of Total Quality Management and
Continuous Improvement are applied to the
management and improvement of equipment
Form project teams
Select model equipment
◦ identify equipment problems
◦ analyze equipment problems
◦ develop solutions and proposals for
improvement
51

5.7. Develop an equipment management program (2)5.7. Develop an equipment management program (2)
Typical membership of a team
five to seven operators
a maintenance person
a technical expert
Tools
Pareto
Cause & effect
Root cause
Methods Analysis
52

5.8. Develop a planned maintenance program5.8. Develop a planned maintenance program
Set up plans and schedules to carry out work
on equipment before it breaks down, in order
to extend the life of the equipment
Include periodic and predictive maintenance
Include management of spare parts and tools
53

5.9. Develop a autonomous maintenance program5.9. Develop a autonomous maintenance program
A handing-over of maintenance tasks from specialized
maintenance personnel to production operators
Promote the seven steps
Tasks to hand over
cleaning
lubricating
inspecting
set-up and adjustment
54

5.10. Increase skills of production and maintenance personnel5.10. Increase skills of production and maintenance personnel
The training sessions must be planned
shortly after the kick-off presentation.
2 major components
◦ soft skills training
◦ technical training
Train leaders together
Have leaders share information with
group members
55

5.11. Develop early equipment management program(1)5.11. Develop early equipment management program(1)
The principle of designing for maintenance
prevention can be applied to new products,
and to new and existing machines.
New products must be designed so that they
can be easily produced on new or existing
machines
New machines must be designed for easier
operations, changeover and maintenance
56

5.11. Develop early equipment management program(2)5.11. Develop early equipment management program(2)
Existing machines:
◦ analyze historical records for
 trends of types of failures
 frequency of component failures
 root causes of failures
◦ determine how to eliminate the problem and
reduce maintenance through an equipment design
change or by changing the process
57

5.12. Perfect TPM implementation and raise TPM levels5.12. Perfect TPM implementation and raise TPM levels
Evaluate for the PM Award: The Japanese
Institute for Productive Maintenance runs the
annual PM Excellence Award. They provide a
checklist for companies applying for the
award.
Set higher goals
58

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