Total Productive Maintenance

Total Productive [email protected]

1.0 INTRODUCTION

Lean is a challenging concept for organization to implement in real world class

manufacturing, and Total Preventative Maintenance (TPM) is required for an effective lean

initiative. No single standard exist that promises successful implementation or guaranteed

returns. Philosophically, TPM resembles Total Quality Management (TQM) in several

aspects, such as total commitment to the program by upper level management is required,

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.

Maintenance is a combination of technical, and management actions to ensure an item

can perform the required function when needed. The recent view of maintenance is all about

preserving the functions of physical assets. In other words, maintenance is process of

carrying out tasks that serve the central purpose of ensuring the machines are capable of

doing what the users want them to do, and when they want them to do it. Efficiency and

effectiveness of equipment plays a dominant role in modern manufacturing industry to

determine the performance of the organizational production function as well as the level of

success achieved in the organization [1].

The possible maintenance policies can be grouped under four main headings which are

corrective, preventive, predictive and detective. Apart from detective maintenance, the major

problem that companies have struggled with is how to make the choice between the other

three. This has led to the increasing interest within industry in TPM concept and

implementation.

TPM is a method, which involves total participation on all levels and functions in an

organization in order to raise overall effectiveness of equipment used in the production. TPM

could be considered as result of Preventive Maintenance (PM) and TQM combination

because major elements of TPM are employees, processes and equipment. In

manufacturing industries, TPM is one of the very important factory maintenance

methodologies that are used throughout a product life cycle that try to optimize the effective

use of production installations [2]. After few decades, Malaysia manufacturing sector has

developed a tremendous performance and attracted a huge number of foreign capital

investment to the industries. These excellent performances have enabled the Malaysian

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manufacturers to enjoy an important competitive advantage in the global market, especially

in terms of cost and quality.

However, as time passed, the impact of equipment efficiency has become more and

more critical as the widespread utilization and application of highly sophisticated and

automated machines in the industry increases [1]. TPM seeks to engage all levels and

functions in an organization to maximize the overall effectiveness of production equipment.

This method further tunes up existing processes and equipment by reducing mistakes and

accidents. The goal is the total elimination of all losses, including breakdowns, equipment

setup and adjustment losses, idling and minor stoppages, reduced speed, defects and

rework, spills and process upset conditions, and startup and yield losses. The ultimate goals

of TPM are zero equipment breakdowns and zero product defects, which lead to improved

utilization of production assets and plant capacity.

According to previous researches, total participation from all employees including top

management and operators are vital in TPM implementation. Moreover, the role of top

management stimulates the contribution of operators to achieve zero breakdowns, zero

stoppages and safer working environment [3]. Whereas maintenance departments are the

traditional center of preventive maintenance programs, TPM requests to involve workers in

all departments and levels, from the operator to senior executives and manager in order to

ensure effective equipment operation. All these complicated equipment and machines thus

became very crucial and costly to manufacturers to perform the maintenance activity. Many

organizations began to realize that the continuity of this excellent performance must be

supported by a strong backbone of efficient and effective equipment [1]. Hence,

implementing TPM in the manufacturing industry has emerged as an important operational

strategy to overcome the production losses due to equipment inefficiency and inability to

functions.

Nevertheless, problems still occur on site due to inadequate control procedure in

maintenance operation. The control procedures that are inadequate are associated with

inventory, parts, materials, craft pool, and management information systems. This means

the use of ineffective management tools of the past must be updated with effective tools and

technologies that are consistent with the other business segments in the organization. One

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of the key tools that have been effectively implemented in manufacturing operations is

Computerized Manufacturing Maintenance System (CMMS).

CMMS are required to manage and control asset, plant, and equipment maintenance in

today’s manufacturing plants. A CMMS is much more than just a way to schedule PM. By

using a CMMS, an organization can create equipment logs to record events associated with

a piece of equipment; create work orders automatically according to a schedule or manually

from service requests; record authorized uses of equipment; and track scheduled services

or PMs, training, maintenance history, employee time, downtime of a device, parts

inventory, purchase orders, and much more.

To operate a world-class maintenance organization, we need precise information

combined with the ability to act quickly in response to impending emergencies. Today

CMMS technologies can help an organization to reach the goal of eliminating the vast

majority of unscheduled equipment repairs. CMMS is now a central component of many

companies’ maintenance departments, and it offers support on a variety of levels in the

organizational hierarchy [4]. Indeed, a CMMS is a means of achieving world class

maintenance, as it offers a platform for decision analysis and thereby acts as a guide to

management.

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2.0 DISCUSSION

2.1 HISTORY OF TPM

Total Productive Maintenance (TPM) refers to a management system for optimizing the

productivity of manufacturing equipment through systematic equipment maintenance

involving employees at all levels. Under TPM, everyone is involved in keeping the

equipment in good working order to minimize production losses from equipment repairs,

assists, set-ups, and the same order.

In the early manufacturing industry, maintenance of the equipments and machines is not

practiced to be preventive, and predominantly involves just the act of repairing a piece of

equipment after it breaks down. Factory managers sooner or later realized the importance of

preventing equipment breakdowns in order to boost productivity. Thus, systems for

subjecting equipment to scheduled maintenance activities in order to prevent unexpected

breakdowns became popular. Under this plan, equipment maintenance is the sole

responsibility of technical staff.

According to [3], before the 1950s, maintenance was conducted on the basis of

Breakdown Maintenance (BM), meaning, maintenance is fixing the machine when it gets

faulty. In the early 1950s, PM became dominant in Japan. Using PM techniques,

maintenance schedules designed to keep machines operational were developed. However,

this technique often resulted in machines being over-serviced in an attempt to improve

production. Manufacturer's maintenance schedules had to be followed to the letter with little

thought as to the realistic requirements of the machine. 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

PM is a concept that encourages following instructions for equipment operations and

maintenance provided by manufacturers in order to prevent equipments from possible

breakdowns. Japanese imported PM from America and developed it later. Although PM

reduced downtime, it was not so good, because it requires periodical actions and shutdowns

during which, some components should be changed even if they are still in a good condition.

PM was used for more than two decades in Japan.

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During the 1960s, the organizations focused more on productive maintenance, which

considers reliability, maintenance and economic efficiency in plant design. In the 1970s, the

emphasis was on taking the advantages of PM through total participation of the employees.

This approach led them to add the word “Total” to PM and TPM was born. The concept of

‘productive maintenance’ emerged, rolling into one system the following: preventive

maintenance, equipment reliability engineering, equipment maintainability engineering, and

equipment engineering economics. Below this system, the technical or engineering group

still has the main responsibility for equipment maintenance. The concept of TPM wherein

everyone from the operator to top management owns equipment maintenance came about

shortly after [8].

TPM which was proposed by Seiichi Nakajima has been beneficial to maintenance

systems since 1971 [8]. Based on the definition of the Japanese Institute of Plant

Maintenance (JIPM) [9], TPM is a system for equipment maintenance throughout its entire

life cycle in all departments, such as planning, manufacturing, and maintenance. Historically,

there are three eras of maintenance in Japan, where TPM originated [8]. The first era, is

known as preventive maintenance era (1950’s) that emphasizes on establishing

maintenance functions. The second era (1960’s) is the introduction of productive

maintenance, where maintenance prevention, reliability, maintainability engineering took

place. However, the third era, total productive maintenance in 1970’s put emphasis on total

employee participation and strong support from top management.

The employee involvement is nonetheless very essential particularly the operator who

operates the equipment. Any abnormalities detected can be triggered as soon as possible

with regards to training and education and, provided sufficiently. Moreover, it is very

important to follow-up on any training and education program in order to ensure operators

commitment; skills and knowledge are at exceptional level [2].

TPM embraces various disciplines to create a manufacturing environment in which

everyone feels that it is his or her responsibility to keep the equipment running and

productive. Thus, in general, the goal of TPM is to increase the productivity of plant and

equipment through the involvement of all employees in the organization in the various

departments like production, maintenance, technical services, and stores. The most efficient

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way to maximize output is to eliminate the major causes that prevent the equipment from

being effective.

2.2 TPM CONCEPT AND PRINCIPLE

TPM is a maintenance program concept with the aim of emergency and unscheduled

maintenance prevention. Results are less down time and more effective use of the

equipments and machines [5]. Under TPM, operators no longer limit themselves to simply

using the machine and calling the technician when a breakdown occurs. Operators can

inspect, clean, lubricate, adjust, and even perform simple calibrations on their respective

equipment. This frees the technical workforce for higher-level preventive maintenance

activities that require more of their technical expertise. Management should also show

interest in data concerning equipment uptime, utilization, and efficiency. In short, everyone

understands that zero breakdowns, maximum productivity, and zero defects are goals to be

shared by everyone under TPM.

Aside from eliminating equipment downtimes, improving equipment productivity, and

zeroing out defects, TPM has the following goals: improvement of personnel effectiveness

and sense of ownership, reduction of operational costs, reduction of throughput times, and

customer satisfaction down the road. TPM activities are carried out in small teams with

specific tasks. Every level in the over-all organization must be represented by a team or

more. In fact, TPM is a continuous improvement program. The goal of TPM is to increase

production and raise the morale of the employees as well as increasing their job satisfaction

[5].

According to JIPM [9], the goal of TPM is to increase the productivity of plant and

equipment. Consequently, maximized output will be achieved through the effort of

minimizing input by improving and maintaining equipment at optimum levels to reduce its life

cycle cost. Cost-effectiveness is a result of an organization’s ability to eliminate the causes

of the ‘six big losses’ that reduce equipment effectiveness.

JIPM also identified what they refer to as the six big losses. These are as follows:-

1. Reduced yield (from start up to start-up to stable production).

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2. Process defects.

3. Reduced speed.

4. Idling and minor stoppages.

5. Set-up and adjustment.

6. Equipment failure.

The JIPM also states that “Both operations and maintenance departments should accept

the responsibility of keeping equipment in good condition. To eliminate the waste and losses

hidden in a typical factory environment, we must acknowledge the central role of workers in

managing the production process. No matter how thoroughly plants are automated or how

many robots are installed, people are ultimately responsible for equipment operation and

maintenance. Every aspect of a machines performance, whether good or bad, can be traced

back to a human act or omission. Therefore, no matter how advanced the technology is,

people play a key role in maintaining the optimum performance of the equipment.”

Basically, TPM operates through the 8 important pillars to support its implementation

effectively, which:

1. Increase overall equipment effectiveness

2. Training and education

3. Autonomous maintenance

4. Early equipment management

5. Planned maintenance

6. Quality maintenance

7. Office TPM

8. Safety, health and environment

All the 8 pillars put a strong emphasis on continuous process improvement through

comprehensive and systematic maintenance management. The issue of ensuring

uninterrupted daily operation, zero accidents and breakdowns, administrative, training and

education etc are highlighted sufficiently. However, the most important thing to ensure

successful TPM implementation relies on strong support and commitment from top

management [3]. Figure 2.1 shows the pillars of TPM and their roles in Zero Break downs,

Zero Defects and Zero Accidents

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Figure 2.1: Pillars of TPM and their roles in Zero Break downs, Zero Defects and

Zero Accidents [9]

The effectiveness of TPM can be measured in terms of the overall equipment

effectiveness (OEE), which is a function of equipment availability, performance efficiency,

and quality rate. Note that OEE is a function of equipment availability, performance

efficiency, and quality. That is,

OEE = (availability efficiency) × (performance efficiency) × (quality rate) (2.2.1)

Where,

Availability = Available time - downtime x 100

Available time 2.2.2)

Performance rate = Ideal cycle time x Processed Quantity x 100

Operating time (2.2.3)

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Quality rate = Processed Quantity – defective quantity x 100

Processed quantity (2.2.4)

OEE will increase as equipment availability, equipment performance and quality rate

increase accordingly. High equipment availability means that chronic and sporadic losses

are very low. Hence, a manager can use the output of OEE to identify the causes of time

losses and to reduce these losses [2]. Generally, TPM puts emphasis on equipment losses

elimination. These losses can be categorized into three main categories; namely downtime,

speed losses and defects [8].

2.3 CMMS: RELATIONSHIP IN TPM

CMMS are computer-based software programs used to control work activities and

resources, as well as to monitor and report work execution. CMMS are tools for data capture

and data analysis. CMMS is an essential management tool for managing asset preservation.

Today, asset preservation is of primary concern to all organizations and they should take

seriously their strategic planning and asset life cycle costing. An effective CMMS should be

able to support this area by gathering relevant information in order to perform this process.

Figure 2.2: The life cycle of an assets and its conclusion in CMMS [6]

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The primary purpose of a CMMS is to capture the maintenance history of an

organization. In real terms most CMMS perform the basic function of raising work orders to

cover repairs and maintenance of buildings, plant and equipment. They provide a

scheduling facility for maintenance for planned preventive works against maintainable

assets. And also they generally collect costing details for the labor and materials related to

the work performed.

The major features of CMMS include the processing of maintenance data to give in

useful information on which management decisions are based. This information can be

analyzed or evaluated with respect to previous results such that performance over a period

of time can be assessed. Managers will therefore find it convenient in making use of the

available data to plan for present and future goals. There is also the advantage of printing

out this information in hard copy at any desired period. Other useful information, such as

work done in the maintenance department and its total costs (TC), lists of jobs worked on

during a period, and inventory taking, can be presented in a manner that will greatly ease

both the technical and administrative task of maintenance. Through networking of the

systems, information can be passed efficiently between the maintenance department and

the organization’s management [4].

CMMS can be said as software used to implement TPM in real world class

manufacturing. The primary purpose of a CMMS is to capture the maintenance history of an

organization. In real terms most CMMSs perform the basic function of raising work orders to

cover repairs and maintenance of buildings, plant and equipment. They provide a

scheduling facility for maintenance for planned preventive works against maintainable

assets. CMMS also generally collect costing details for the labor and materials related to the

work performed. At this point in the evolution of these manufacturing systems, it is assumed

the systems are integrated and computerized. The use of these systems to support

manufacturing operations has been established as both cost effective and fundamental to

the profitability of most operations.

The CMMS can be used to analyze budgets, downtime, supplies, screening of

applicants, etc. The database programs in CMMS systems contain structured data on

workers’ names; job titles; daily; weekly or yearly schedules. The data processed on CMMS

can be stored permanently or retrieved much faster for future use or modifications. Also,

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CMMS can be used in maintenance planning and scheduling, coordinating people, and

controlling resources and costs of maintenance functions. It can also be used in such areas

as the analysis of a week’s activity and budget proposals [4].

CMMS are also an effective alternative in improving company profitability. This

monograph addresses the notion that good methods for data collection and evaluation in the

maintenance area can result in using maintenance operations as a profit center. The

fundamental requirement to implement this profit-driven process is a CMMS and a staff

skilled to operate the CMMS as a business tool.

Nowadays, CMMS become one of the vital systems in world class manufacturing

organizations. According to [10] CMMS can support condition based monitoring (CBM) of

machines and assets, to offer insight into wear and imminent failures. It can also track the

movement of spare parts and requisition replacements when necessary and allows

operators to report faults faster, thus enabling maintenance staff to respond to problems

more quickly. CMMS can facilitate improvement in the communication between operations

and maintenance personnel, and is influential in ameliorating the consistency of information

passed between these two departments. It provides maintenance planners with historical

information necessary for developing PM schedules, maintenance managers with

information in a form that allows for more effective control of their department’s activities.

The CMMS software also offers accountants information on machines to enable capital

expenditure decisions to be taken and it affords senior management a crucial insight into the

state of asset healthcare within their organization.

Ideally a CMMS is a means to achieving world-class maintenance, by offering a platform

for decision analysis and thereby acting as a guide to management. CMMS packages are

able to provide management with reports and statistics, detailing performance in key areas

and highlighting problematic issues. Maintenance activities are consequently more visible

and open to scrutiny. Managers can rapidly discover which policies work, which machines

are causing problems, where overspend is taking place, and so on, thereby revealing

information that can be used as the basis for the systematic management of maintenance.

Thus, by tracking asset “health” in an organized and systematic manner, maintenance

management can start to see how to improve the current state of affairs [10].

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2.4 IMPLEMENTATION OF TPM AND CMMS

TPM is focused primarily on keeping machinery functioning optimally and minimizing

equipment breakdowns and associated waste by making equipment more efficient,

conducting preventative, corrective, and autonomous maintenance, mistake-proofing

equipment, and effectively managing safety and environmental issues

To begin applying TPM concepts to plant maintenance activities, the entire work force

must first be convinced that upper level management is committed to the program. The first

step in this effort is to either hire or appoint a TPM coordinator. It is the responsibility of the

coordinator to sell the TPM concepts to the work force through an educational program.

There are 12 steps to implement TPM that proposed by [5]. All these steps can be

divided into several phase which are preparation phase, introduction phase,

implementations of pillar and consolidation and stabilization phase. Preparation phase is

done through step 1 until step 5.

Step 1: Formal announcement regarding decision of top management for starting TPM

Step 2: Introductory education and publicity campaign

Step 3: TPM promotions

Step 4: Establishment of basic TPM policies and goals

Step 5: Prepare a master plan for implementation

Introduction phase is done through step 6 by having kick-off meeting. The organizations can

hold a meeting with all employees attending and top managements will present about TPM

and their goals. Implementations of pillars are prepared throughout step 7 until step 11.

Finally, the organization must sustain full TPM implementation and raise TPM levels by

means of TPM process audits and raising TPM team goals.

However, several factors can be considered as barriers and pitfalls to TPM

implementation, for examples sticking to a rigid schedule regardless of results, lack of

sufficient resources for a successful implementation, resistance to change, lack of

understanding the benefits of TPM implementation, lack of analysis capability and so on.

The major problem to implement TPM is lack of organizations of data and information of

maintenance programs and management.

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Several factors are driving the need for information to aid maintenance management.

First, the amount of information available, even to quite modest organizations, continues to

increase almost exponentially. Secondly, data-life-time is diminishing as a result of the shop-

floor realities, which are real-time in nature, and the rapid pace of change. The initiative now

is to acquire data about individual machines, based upon real interactions rather than

deduced behavior from historical data. Finally, the way that data is being accessed has

changed. The days of legacy maintenance systems of large batch reports, where the focus

was on data throughput, are being replaced by dynamic, online queries, created on-the-fly,

and with answers in seconds rather than days [5].

To overcome this problem, CMMS was introduced to the manufacturing organizations

that implement TPM. Through CMMS, the organizations can systematize the data for

maintenance plans and avoid any problems occur due to lack of data organizations.

Maintenance is one area in which computing has been applied, and CMMS have existed, in

one form or another, for several decades. The software has evolved from relatively simple

mainframe planning of maintenance activity to Windows-based, multi-user systems that

cover a multitude of maintenance functions. The capacity of CMMSs to handle vast

quantities of data purposefully and rapidly has opened up new opportunities for

maintenance, facilitating a more deliberate and considered approach to managing an

organization’s assets [10].

Due to research conducted by [10], most existing off-the-shelf software packages,

especially CMMS and enterprise resource planning (ERP) systems, tend to be “black holes”.

This term is coined by the author as a description of systems greedy for data input that

seldom provide any output in terms of decision support. Companies consume a significant

amount of management and supervisory time compiling, interpreting and analyzing the data

captured within the CMMS. Companies then encounter difficulties analyzing equipment

performance trends and their causes as a result of inconsistency in the form of the data

captured and the historical nature of certain elements of it. In short, companies tend to

spend a vast amount of capital in acquisition of off-the-shelf systems for data collection and

their added value to the business is questionable.

In that research paper [10], an investigation of the characteristics of computerized

maintenance management systems (CMMS) is carried out to highlight the need for them in

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industry and identify their current deficiencies. A proposed model provides a decision

analysis capability that is often missing in existing CMMS. The proposed model employs a

hybrid of intelligent approaches. This hybrid system is analogous to the Holonic concept.

Holonic concept is the combination of fixed rules and flexible strategies. The Holonic

concept is shown in Figure 2.3 below.

Figure 2.3: Holonic Form [10]

The main practical implication of that paper is the proposal of an intelligent model that

can be linked to CMMS to add value to data collected in the form of provision of decision

support capabilities. A further implication is to identify the need for information to aid

maintenance, followed by the provision of reasons for current deficiencies in existing off-the-

shelf CMMS. It is therefore proposed that such a model could be attached as an intelligent

module to existing CMMS and thus filling a black hole with an intelligent black box that adds

value to the business.

2.5 TPM AND CMMS ADOPTION IN MALAYSIA: AN EXAMPLE

In this section, we will discuss about a research conducted by [4]. This research is

carried out to study the application of CMMS called PMMS in Petroliam Nasional Berhad

(PETRONAS).

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For history, on 11th May 1978, this Malaysian company, PCSB a wholly owned

subsidiary of Petroliam Nasional Berhad (PETRONAS) was born as its exploration and

production arm. PCSB’s domestic operations are divided into three regions which are

Peninsular Malaysia Operations (PMO), Sarawak Operations (SKO) and Sabah Operations

(SBO). Effective 1st April 2002, these regional operations were put under PCSB’s Division

called Domestic and South East Asia Division (DOMSEA). PMO started its operation in April

1984 (the first production of division in PCSB) with the commencement of gas production

from the Duyong field. Its main office is located at PETRONAS Office Complex in Kerteh

about 110 km south of Kuala Terengganu. PMO is supported by Kemaman Supply Base

(KSB) in terms of warehousing and logistics activities, Kerteh Helibase for helicopter

services, Onshore Gas Terminal (OGT) at Paka for gas receiving facilities and Terengganu

Crude Oil Terminal (TCOT) at Paka for crude receiving facilities. Nowadays, PMO operates

sixteen producing fields namely Duyong, Dulang, Bekok,Kepong, Tiong, Tinggi, Pulai,

Malong, Sotong, Anding, Resak, Abu-Cluster, Puteri and Angsi. There are a total of thirty

three platforms, two Floating Storage and Offloading facilities (FSO), two Floating

Production, Storage and Offloading facility (FPSO), and one Onshore Gas Terminal (OGT).

There are 20,936 equipments under PCSB’s maintenance [4].

PCSB has developed CMMS software which known as PETRONAS Maintenance

Management System (PMMS). PMMS is a supported by the System Application Production

(SAP R/3). The system is an combined suite of Order Entry, Scheduling, Manufacturing,

Inventory and Financial software. Additionally, it integrates Enterprise Resources Planning

(ERP) system that consists of several modules, namely Plant Maintenance (PM), Finance

(FI), Human Resources (HR), and Material Management (MM), which supported by many

functions in the day-to-day operations. PMMS is a maintenance strategy based on continual

renewal so that plant and equipment are in good condition and hence free of age related

defects. PMMS covers Asset Management, Work Management, and Performance

Management.

Asset Management in PMMs is essential in order to ensure that a complete maintenance

master data is captured in the system, including plant asset structure, tag number,

equipment master, Bill of Material, maintenance plans and data consistency in master data.

Asset Management covers two areas - Plant Asset Structure (PAS) and Planned Preventive

Maintenance Plan (PPM) [4].

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PAS allows the user to control system management according to functional location or

process oriented criteria and to manage the individual inventory maintenance resources.

This will enable the planning, execution and analysis of the maintenance works through the

system. The example of a PAS for PSCB is shown in Figure 2.4 below:

Figure 2.4: An Example of PAS [4]

From the research, the procedure in PAS is categorized by level. Level 1 until 3 is the

selection process of the asset, investing the asset, making proper assessment of risks, and

developing proper strategies to save the assets from exposure to risks. Level 4 is a process

that execution of the Plant Maintenance System. Level 5 is a Functional Location where a

place in technical system. Level 6 is Equipment Master which is a identifiable physical asset,

upon which all notifications and work order can be carried out where costs and history can

be recorded. Level 7 is refer to the bill of materials (BOM). BOM is the term used to describe

the raw materials, sub-assemblies, intermediate assemblies, sub-components, components,

parts and the quantities of each needed to manufacture an end item.

PPM in other hand is created to automatically generate preventive maintenance orders

when the preventive maintenance work is due. According to the researched by [4], the

following important details are important in PPM.

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1. Maintenance Strategy and Functional Location – specifies the time interval when the

preventive maintenance work is done. Once the preventive maintenance plan is

finalized, maintenance strategies can be generated.

2. Objects List - specifies all the equipment where the preventive maintenance is to be

carried out.

3. General Task List (GTL) - a grouping on task list for work order. General task list

used to describe the steps or operations of the preventive maintenance activities to

be carried out. Spare parts, materials and tools may also be specified in the task list.

4. Work Center - indicates which group in the maintenance department is responsible

to carry out this job. Three functions in Work Center are for costing, scheduling and

capacity planning.

Work Management can be defined as a documented and tested step-by-step method

aims to ensure the efficient work order is processed by standardizes maintenance

business processes across all operation units. It include detailed information on topics

such as organizing an work, setting and implementing work order, and choosing

employees to execute the work. There are six main stage in work management which

are:

i. Work identification

ii. Pre-planning

iii. Planning

iv. Scheduling

v. Work execution

vi. Reporting and feedback

In PMMS, work management consist work identification, pre-planning, planning,

scheduling, work execution, and reporting and feedback. It is a work order creation and

tracking system design for asset PMO, custodian, or contractors to manage work orders

for their infrastructure.

Performance Management is a data collection from all the maintenance work that

was done at the organization. It will be extracted from the SAP system and stored in the

SAP Business Warehouse (BW) and Carigali Maintenance Management Performance

System (CMMPS) for analysis and reporting. It is aims to enable the users to generate

accurate reports to analyze the efficiency and effectiveness of their maintenance work. It

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is also to provide Operations Unit with a feedback mechanism to track their progress

towards best practice.

The findings show that asset management, work management and performance

management are the vital factors for PMMS. Asset management aims to assists

organization to better manage the allocation, distribution, and productive use of its

assets. The system facilitates the management of assets with the objective of capturing

information on assets and tracking of the assets through the entire assets life cycle of

asset registration, assignment or allocation, transfer, stock checking, maintenance, and

eventually disposal or reported lost.

Work management facilitates the management of construction, maintenance, and

operations work request by automating and streamlining the processes required to

initiate, track, design, estimate, schedule, construct, and close work request. By tracking

and analyzing information, and distributing it across the enterprise, these systems

enable the PMO to increase the efficiency, accuracy and speed of the entire work cycle.

Last but not least performance management facilitates performance information to

inform and program decision making and resource allocation. To summarize, PMMS can

result in major benefits in terms of money and time to PETRONAS. However, it requires

a great deal of thinking and effort. Besides, the monitoring system for maintenance

management has been improved by PMMS. PMMS provides awareness for the

importance of the maintenance in PCSB which involving all level of employees.

2.6 BENEFITS OF TPM AND CMMS

TPM provided a lot of benefits to the organizations. Maintaining equipments in a

satisfactory way will result in fewer defects. This means that wastes by processes would be

eliminated. TPM prolongs the life span of the equipments. It means that the intervals

between the investments of the companies on new equipments get longer and therefore has

an indirect effect on the usage of resources for new equipment manufacturing. TPM also

reduces the use of cleaning materials and hazardous chemicals, which are harmful to

humans and the environment. This maintenance plan will increases return on investment by

increasing the productivity. TPM enhances job satisfaction by creating a pleasant work

environment and a better employees’ involvement. TPM overall will lowers maintenance

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costs, lowers production costs, reduces accidents and increases customer satisfaction by

means of better quality, right quantity and reasonable lead-time.

Implement CMMS through TPM programs helps the organization to manage all data,

schedule, and history of maintenance systematically. A CMMS is primarily designed to

facilitate a shift in emphasis from reactive to preventive maintenance. It achieves this shift

by allowing maintenance professional to set up automatic PM work order generation. A

CMMS can also provide historical information which is then used to adjust PM system setup

over time to minimize repairs that are unnecessary, while still avoiding run-to-failure repairs.

As a result, maintenance of the equipment and machines can be done smoothly and prevent

any troubles to occur during the maintenance process.

In my view there are other factors to consider beyond the basic CMMS functions. This

has to do with many of the issues related to effective and efficient. History takes time to

collect and mature into useful information. This information can be analyzed to guide and

compare against future requirements in areas such as strategic planning, life cycle costing,

budgets and resourcing. It is at this point that the benefits of a CMMS are realized and

obtained.

One of the most important issues is the quality of the implementation process of the

CMMS. It is this that has the greatest effect on the efficient collection, maintenance and

reporting from a historical database. It pays large returns on the investment to ensure that

consultants with a good technical/software background conduct the implementation process.

The best thing to do is to choose a CMMS package that is scalable, innovative and

constantly being enhanced with the changing needs of the industry.

The maintenance monitoring system utilizes modern technology to create a convenient,

reliable, and complete maintenance tracking and decision-making system [7]. A CMMS can

significantly assist the process of asset preservation and as demonstrated throughout this

document, it is an essential part of an organization’s maintenance. With implementation of

CMMS in TPM, the company can plan TPM more effectively and successfully and become a

world class manufacturing company.

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3.0 CONCLUSION

TPM has been recognized as an important methodology to improve equipment

effectiveness and CMMS is an important metric for TPM adoption. In order to reach

manufacturing excellence in a company, the first step is creating Lean thinking. Lean is a

culture and is a philosophy for quality improvement. It starts with revolutionizing the minds of

employees. TPM is a method and CMMS is software to adopt and manage TPM.

Many organizations implement TPM before establishing a Lean thinking. Companies use

TPM to increase their productivity and equipment efficiency without trying to motivate the

operators to take part in the program actively and voluntarily. The employees regard TPM as

just another improvement program, which merely serves targets and strategies of the

company. A company should raise employees’ responsibility and enthusiasm toward their

job. This can be achieved by transferring the message through trainings and meetings,

stating that everyone has his/her share in success of the company and all the roles are

important.

Furthermore, all employees should obtain a common view by understanding targets and

goals of the company. The success TPM implementation is highly dependent on the

training. Mistake-proofing and problem solving are two competences that are under focus in

Lean and TPM and must be highlighted during the training program.

It can be concluded that the extent of both the human and process oriented strategies

would lead to higher TPM implementation in the organization. However, the impact of

human oriented strategy is found to be greater than process-oriented strategy in fostering

higher extent of TPM implementation as the changes and adoption in the organization are

much more related to human issues. Thus the management has to balance both these

strategies in order to achieve the maximal effect of implementation.

4.0 REFERENCES

1. One Yoon Seng, Muhammad Jantan, T. Ramayah (2003) ‘Implementing Total

Productive Maintenance (TPM) in Malaysian Manufacturing Organization: An

Operational Strategy Study’.

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2. Fu Kwan Wang (2005), ‘Applying a Control Chart to the Learning Curve in TPM

Adoption’. Quality Technology and Quantitative Management, Vol. 2, (2), pp 237-248.

3. Halim Mad Lazim, T. Ramayah, Norzieiriani Ahmad (2008) ‘Total Productive

Maintenance and Performance: A Malaysian SME Experience’ International Review of

Business Research Papers, Vol.4(4), pp 237-250.

4. Wan Hasrulnizzam Wan Mahmood, Mohd Nizam Ab Rahman, Husiah Mazli, Baba Md

Deros (2009) ‘Maintenance Management System for Upstream Operation in Oil and Gas

Industry: Case Study’ World Academy of Science, Engineering and Technology, (60).

5. M. Reza Enaghani, M. Reza Arashpour, M. Karimi (2009) The Relationship between

Lean and TPM, Master. Thesis. University of Boras.

6. Jeff Pawys, Angelo Franco (1996), ‘The life cycle of an asset in ‘Planned maintenance of

assets within the public sector’, Maintenance journal.

7. Maureen Reilly (2001) Design of Computerized Maintenance System for Radionuclide

Monitoring, Degree. Thesis. University of Virginia.

8. Nakajima S. (1988) TPM-An Introduction to Total Productive Maintenance,

Productivity Press, Cambridge, MA.

9. Total Productive Maintenance, [Online] available from: http://www.jipm.or.jp/

[Accessed 1st Feb. 2011]

10. Ashraf W. Labib (2004) ‘A Decision Analysis Model for Maintenance Policy Selection

Using CMMS’ Journal of Quality in Maintenance Engineering, Vol.10 (3), pp 191-202.

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http://www.jipm.or.jp/

Documents

Total Productive Maintenance