TOTAL PRODUCTIVE MAINTENANCE (TPM)Prepared by : M.Ganesh Murugan
Introduction
Total productive maintenance (TPM) originated in Japan in 1971 as a method for improved machine availability through better utilization of maintenance and production resources.
TPM is a maintenance process developed for improving productivity by making processes more reliable and less wasteful.TPM is an extension of TQM(Total Quality Management)
Why TPM ?
TPM was introduced to achieve the following objectives. The important ones are listed below. Avoid wastage in a quickly changing economic
environment. Producing goods without reducing product quality. Reduce cost. Produce a low batch quantity at the earliest
possible time. Goods send to the customers must be non
defective.
What is TPM?
“Strategy of TPM is to change the attitude from “I use, You maintain” to “I use, I maintain”.
Think about how to Increase production and reduced cost by reducing or eliminating loss, and this is the TPM.
Objectives of TPM
To improve equipment effectiveness TPM examines the effectiveness of facilities by
identifying and examining all loses.Example: Downtime loses, Speed loses, and defect
loses. To achieve autonomous Maintenance
TPM allows the people who operate equipment to take responsibility of the maintenance tasks.
To train all staff in relevant maintenance skills TPM places a heavy emphasis on appropriate
and continuous training to all operating and maintenance staffs
Objectives of TPM
To plan maintenance TPM has a systematic approach to all
maintenance activities. To achieve early equipment
management TPM aims to move towards zero
maintenance through “Maintenance Prevention”.
The Evolution of Maintenance
Types of maintenance
Breakdown maintenance It means that people waits until equipment
fails and repair it. Such a thing could be used when the equipment failure does not significantly affect the operation or production or generate any significant loss other than repair cost
Types of maintenance
Preventive Maintenance Preventive Maintenance is periodic maintenance
that retains the condition of equipment and prevents failure through the prevention of deterioration, periodic inspection, and equipment condition diagnosis. PM includes cleaning, inspection, lubrication and tightening.
Preventive Maintenance is further divided into Periodic Maintenance and Predictive Maintenance. Periodic Maintenance is time-based. Predictive Maintenance is condition-based.
Types of maintenance
Corrective Maintenance Corrective Maintenance improves
equipment and its components so that preventive maintenance can be performed reliably. Equipment with a design weakness is redesigned with corrective maintenance to improve reliability or maintainability.
Types of maintenance
Maintenance Prevention Maintenance Prevention deals with
improving the design of new equipment. Current machine data (information leading to failure prevention, easier maintenance, prevention of defects, safety, and ease of manufacturing) are studied and designs are incorporated in new equipment.
Pillars of TPM
Pillars of TPM
PILLAR 1 - Autonomous Maintenance A collaborative team activity involving production,
maintenance, and engineering Maintaining Basic conditions on shop floor & in
Machines. All over participation through TPM Circles.
Example: 5 S’, JISHU HOZEN ( Autonomous maintenance ), etc.,
An approach that Develops operating and maintenance skills Strengthens communication and cooperation
Steps in JISHU HOZEN :
Conduct initial cleaning/inspection Eliminate sources of contamination Establish provisional standards Develop general inspection training Conduct general inspections Improve workplace management and
control Participate in advanced improvement
activities
Steps in JISHU HOZEN:
Pillars of TPM
PILLAR 2 - Focused Improvement Improvement on every one’s activity. Improvement is to eliminate Production losses and
cost reduction. Improvement in Reliability, Maintainability, and cost.
Pillars of TPM PILLAR 3 - Planned Maintenance
Logical analysis “Real causes for real counter measures”. Focus on Prevention. It is aimed to have trouble free machines and equipments
producing defect free products for total customer satisfaction.
Example: Preventive Maintenance, Breakdown Maintenance, etc.,
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. Evaluation of planned maintenance.
Pillars of TPM
PILLAR 4 - Quality Maintenance Developing perfect machine for perfect Quality. Eliminating In – Process defects and custom complaints.
Policy : Defect free conditions and control of equipments. QM activities to support quality assurance. Focus of prevention of defects at source Focus on POKA-YOKE. ( fool proof system ) In-line detection and segregation of defects. Effective implementation of operator quality assurance.
Pillars of TPM
PILLAR 5 - Education & Training Skills development for uniformity of work practices on machines. Skills for Zero defects, Zero breakdowns & Zero accidents. Multi Skilled employees in all departments
Steps in Educating and training activities : Setting policies and priorities and checking present status of
education and training. Establish of training system for operation and maintenance skill
up gradation. Training the employees for upgrading the operation and
maintenance skills. Preparation of training calendar. Kick-off of the system for training. Evaluation of activities and study of future approach. A clear understanding of the criteria for judging normal and
abnormal conditions The ability to quickly respond to any and all abnormalities
Pillars of TPM
Four Levels of Skills Level 1: Lack both theoretical and practical ability
(needs to be taught) Level 2: Knows theory but not in practice Level 3: Has mastered practice but not theory Level 4: Mastered both practice and theory
Pillars of TPM PILLAR 6 - Development Management
Developing machines for “high equipment effectiveness”. Quick process for developing new products.
Example: KAIZEN
Kaizen Policy : Practice concepts of zero losses in every sphere of activity. relentless pursuit to achieve cost reduction targets in all
resources. Relentless pursuit to improve over all plant equipment
effectiveness. Extensive use of PM analysis as a tool for eliminating losses. Focus of easy handling of operators.
Pillars of TPM
PILLAR 7 - Safety, Health & Environment Zero accidents and Zero hazards at works. Zero Pollution at Plant and Environment.
Pillars of TPM PILLAR 8 - Office TPM
Office TPM must be followed to improve productivity, efficiency in the administrative functions and identify and eliminate losses. This includes analyzing processes and procedures towards increased office automation
Plans & Guidelines: Providing awareness about office TPM to all support
departments Helping them to identify P, Q, C, D, S, M in each function in
relation to plant performance Identify the scope for improvement in each function Collect relevant data Help them to solve problems in their circles Make up an activity board where progress is monitored on both
sides - results and actions along with Kaizens. Fan out to cover all employees and circles in all functions.
Pillars of TPM P Q C D S M in Office TPM :
P - Production output lost due to Material, Manpower productivity, Production output lost due to want of tools.
Q - Mistakes in preparation of cheques, bills, invoices, payroll, Customer returns/warranty attributable to BOPs, Rejection/rework in BOP's/job work, Office area rework.
C - Buying cost/unit produced, Cost of logistics - inbound/outbound, Cost of carrying inventory, Cost of communication, Demurrage costs.
D - Logistics losses (Delay in loading/unloading) Delay in delivery due to any of the support functions Delay in payments to suppliers Delay in information
S - Safety in material handling/stores/logistics, Safety of soft and hard data.
M - Number of Kaizens in office areas
Steps in introduction of TPM in a organization
Stage Step (Nakajima’s 12 Steps)
Preparation Stage Step 1:Announce top management’s decision to introduce TPM
Step 2:Introductory education campaign
Step 3:TPM Promotion
Step 4:Establish basic TPM policies and goals
Step 5: Preparation and Formulation of a master plan
Preliminary Implementation Stage
Step 6:TPM kick-off
TPM Implementation Stage Step 7:Develop an equipment management program
Step 8:Develop a planned maintenance program
Step 9:Develop a autonomous maintenance program
Step 10:Increase skills of production and maintenance personnel
Step 11:Develop early equipment management program
Stabilisation Stage Step 12:Perfect TPM implementation and raise TPM levels
Implementation of TPM
Steps in introduction of TPM in a organization Step 1: Announce top
management’s decision to introduce TPM State TPM objectives in a company
newsletter Place articles on TPM in the company
newspaper
Steps in introduction of TPM in a organization Step 2: Introductory education
campaign Seminars for managers Slide presentations for all employees
Steps in introduction of TPM in a organization Step 3:TPM Promotion
Special committees at every level to promote TPM
Establish an organizational structure Newsletters Articles Videos Posters
Steps in introduction of TPM in a organization Step 4: Establish basic TPM policies
and goals Analyze existing conditions Set goals Goals that are Result oriented, Specific,
Measurable, Attainable and Realistic Predict TPM policies and goals should be very
much clear to everyone involved in TPM implementation results.
Steps in introduction of TPM in a organization Step 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 This activity can be carried out by a consultant,
plant personnel, or both. Consultant involvement typically begins with a
plant visit to observe production operations, learn about the equipment (type, function, condition, problems and losses etc.), study maintenance operations (structure, size and tasks etc.), gauge orderliness and cleanliness in the plant, and talk to employees to determine their motivation and attitude
Program Development Master Plan
Steps in introduction of TPM in a organization Step 6: TPM kick-off
The main kick-off to TPM should take the form of a formal presentation (feasible study Report)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
Steps in introduction of TPM in a organization Step 7: Develop an equipment management program
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
Typical membership of a team- Five to seven operators- A maintenance person- A technical expert
Tools- Pareto- Cause & effect- Root cause- Methods analysis
Steps in introduction of TPM in a organization Step 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
Steps in introduction of TPM in a organization Step 9: Develop a autonomous
maintenance program A handing-over of maintenance tasks from
specialized maintenance personnel to production operators
Tasks to hand over- Cleaning- Lubricating- Inspecting- Set-up and adjustment
A Chart for Autonomous Maintenance
Steps in introduction of TPM in a organization Step 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
Training Skill Development Matrix
Steps in introduction of TPM in a organization Step 11: Develop early equipment management
program 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 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
Steps in introduction of TPM in a organization Step 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
6 Big Loses
Six Big Loss Category
Loss Category Examples Comment
Breakdowns
Down Time Loss Tooling FailuresUnplanned MaintenanceGeneral BreakdownsEquipment Failure
There is flexibility on where to set the threshold between a Breakdown (Down Time Loss) and a Small Stop (Speed Loss).
Setup and
Adjustments
Down Time Loss Setup/ChangeoverMaterial ShortagesOperator ShortagesMajor AdjustmentsWarm-Up Time
This loss is often addressed through setup time reduction programs.
6 Big Loses
Six Big Loss Category
Loss Category Examples Comment
Small Stops
Speed Loss Obstructed Product FlowComponent JamsMisfeedsSensor BlockedDelivery BlockedCleaning/Checking
Typically only includes stops that are under five minutes and that do not require maintenance personnel.
Reduced Speed
Speed Loss Rough RunningUnder Nameplate CapacityUnder Design CapacityEquipment WearOperator Inefficiency
Anything that keeps the process from running at its theoretical maximum speed (a.k.a. Ideal Run Rate or Nameplate Capacity).
6 Big Loses
Six Big Loss Category
Loss Category Examples Comment
Startup Rejects
Quality Loss ScrapReworkIn-Process DamageIn-Process ExpirationIncorrect Assembly
Rejects during warm-up, startup or other early production. May be due to improper setup, warm-up period, etc.
Production Rejects
Quality Loss ScrapReworkIn-Process DamageIn-Process ExpirationIncorrect Assembly
Rejects during steady-state production.
Overall equipment effectiveness (OEE)
OEE measures effectiveness based on scheduled hours
Overall equipment effectiveness (OEE) Availability Calculation: Availability = Available Time /
Scheduled Time Example: A given Work Center is scheduled to run for an 8 hour
(480 minute) shift. The normal shift includes a scheduled 30 minute
break when the Work Center is expected to be down. The Work Center experiences 60 minutes of
unscheduled downtime. Scheduled Time = 480 min – 30 min break = 450 Min Available Time = 450 min Scheduled – 60 min
Unscheduled Downtime = 390 Min Availability = 390 Avail Min / 450 Scheduled Min =
87%
Overall equipment effectiveness (OEE) Performance Calculation: Performance = (Parts Produced
* Ideal Cycle Time) / Available Time Example: A given Work Center is scheduled to run for an 8 hour
(480 minute) shift with a 30 minute scheduled break. Available Time = 450 Min Sched – 60 Min Unsched
Downtime = 390 Minutes The Standard Rate for the part being produced is 40
Units/Hour or 1.5 Minutes/Unit The Work Center produces 242 Total Units during the
shift. Note: The basis is Total Units, not Good Units. The Performance metric does not penalize for Quality.
Time to Produce Parts = 242 Units * 1.5 Minutes/Unit = 363 Minutes
Performance = 363 Minutes / 390 Minutes = 93.0%
Overall equipment effectiveness (OEE) Quality Calculation: Quality = Good Units / Units
Started Example: A given Work Center produces 230 Good Units
during a shift. 242 Units were started in order to produce the 230
Good Units. Quality = 230 Good Units / 242 Units Started =
95.0%
Total effective equipment performance Calculation: TEEP = Loading x OEE
Example: A given Work Center experiences... OEE of 34.0% Work Center Loading is 71.4% TEEP = 71.4% Loading x 34.0% OEE = 24.3% Stated another way, TEEP adds a fourth
metric 'Loading', Therefore TEEP = Loading x Availability x Performance x Quality
TEEP measures effectiveness against calendar hours, i.e.: 24 hours per day, 365 days per year.
Total effective equipment performance Loading Loading = Scheduled Time / Calendar
Time Example: A given Work Center is scheduled to run 5
Days per Week, 24 Hours per Day. For a given week, the Total Calendar Time is
7 Days at 24 Hours. Loading = (5 days x 24 hours) / (7 days x 24
hours) = 71.4%
TEEP measures effectiveness against calendar hours, i.e.: 24 hours per day, 365 days per year.
Direct benefits of TPM
Increase productivity and OPE ( Overall Plant Efficiency ) by 1.5 or 2 times.
Rectify customer complaints. Reduce the manufacturing cost by 30%. Satisfy the customers needs by 100 %
( Delivering the right quantity at the right time, in the required quality. )
Reduce accidents. Follow pollution control measures.
Indirect benefits of TPM
Higher confidence level among the employees. Keep the work place clean, neat and attractive. Favorable change in the attitude of the
operators. Achieve goals by working as team. Horizontal deployment of a new concept in all
areas of the organization. Share knowledge and experience. The workers get a feeling of owning the
machine.
Difficulties Faced in TPM Implementation Sufficient resources like people, money,
time, etc. and assistance are not provided. TPM is not a “quick fix” approach, it involve
cultural change to the ways to do the things. Incomplete understanding of the
methodology and philosophy by middle management.
Many people treat it just another “program of the month” without paying any focus and also doubt about its effectiveness.
Workers show strong resistance to any change
Many people considered TPM activities as additional work or threat.
The Cost of Implementing TPM Maintenance programs in place. Age of the equipment. Pace to be taken. Some plants have excellent programs in
place and have kept the equipment in very good shape, so the cost for implementing TPM in these plants will be lower than for those who have a bad program or none in place.
Old equipment sometimes will face the high cost of parts if attainable.
• If a fast paced implementation is required, the cost per year will be higher.
Prepared By
Thanks
M.Ganesh Murugan