Download Basics of Total Productive Maintenance (TPM). Nilesh Arora explained Why is Total Productive Maintenance (TPM) so popular and important.

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3. It is a Japanese approach for
• Creating company culture for maximum efficiency
• Striving to prevent losses with minimum cost
– Zero breakdowns and failures, Zero accident, and
Zero defects etc
• The essence of team work (small group activity)
focused on condition and performance of facilities to
achieve zero loss for improvement
• Involvement of all people from top management to
operator
TOTAL PRODUCTIVE MAINTENANCE

4. TPM is a innovative Japanese concept which can be
traced back to 1951.
However the concept of preventive maintenance was
taken from USA. Nippondenso was the first company
to introduce plant wide preventive maintenance in
1960.
Nippondenso which already followed preventive
maintenance also added Autonomous maintenance
done by production operators.
History of TPM

5. Preventive maintenance along with Maintenance
prevention and Maintainability Improvement gave birth
to Productive maintenance.
By then Nippon Denso had made quality circles,
involving the employees participation. Thus all
employees took part in implementing Productive
maintenance.
History of TPM

6. • TPM first introduced in Japan 20 years ago and
rigorously been applied in past 10 years
• TPM planning & implementation in Japanese factories
supported by JIPM (Japan Institute of Plant
Maintenance)
• Awarded yearly prizes to various industries:
 Automotive
 Metals
 Chemicals
 Rubber
 Food
 Glass etc.
History of TPM

7. • Initially implemented in
high-to-medium volume production areas
• Later successfully applied in:
Low-volume production
High-to-low volume assembly
Development areas
Warehouse
Whole range of industry

8. Breakdown Maintenance
1950 1960 1970 1980 1990
Preventive Maintenance
Corrective Maintenance
Productive Maintenance
Total Productive Maintenance
1951
1957
1960
1971 TPM
Time-based era Condition-based era
Q C
C
I
R
C
L
E
(1962)
Z D
G
R
O
U
P
(1965)
ZERO
A C
C A
C M
I P
D A
E I
N G
T N
(1971)
Evolution of TPM

9. Role of TPM
Answers of the following questions are able to tell
what role TPM can play within a company:
 Does TPM replace traditional maintenance
techniques ?
 Why is it so important ?
 What are its policies and objectives ?

10. TPM and Traditional Maintenance
 Reactive maintenance inherently wasteful and
ineffective with following disadvantages:
• No warning of failure
• Possible safety risk
• Unscheduled downtime of machinery
• Production loss or delay
• Possible secondary damage

11. Need for:
• Stand-by machinery
• A stand-by maintenance team
• A stock of spare parts
Costs include:
• Post production
• Disrupted schedule
• Repair cost
• Stand-by machinery
• Spare parts

12.  Real cost of reactive maintenance is more
than the cost of maintenance resources and
spare parts
 Pro-active maintenance (planned, preventive
and predictive) more desirable than reactive
maintenance

13.  TPM enables or provides:
• The traditional maintenance practices to
change from reactive to pro-active
• A number of mechanisms whereby
 Breakdowns are analyzed
 Causes investigated
 Actions taken to prevent further
breakdowns
• Preventive maintenance schedule to be
made more meaningful

14. • To ‘free up’ maintenance professionals to:
 Carry out scheduled and preventive
maintenance
 Gather relevant information as important
input to the maintenance system
 Keep the system up to date
 To review cost effectiveness
• To develop and operate a very effective
maintenance system an integral part of
manufacturing

15. Why is TPM so popular and important ?
Three main reasons:
1. It guarantees dramatic results (Significant
tangible results)
• Reduce equipment breakdowns
• Minimize idle time and minor stops
• Less quality defects and claims
• Increase productivity
• Reduce manpower and cost
• Lower inventory
• Reduce accidents

16. 2. Visibly transform the workplace
(plant environment)
• Through TPM, a filthy, rusty plant covered in oil
and grease, leaking fluids and spilt powders can
be reborn as a pleasant and safe working
environment
• Customers and other visitors are impressed by
the change
• Confidence on plant’s product increases

17. 3. Raises the level of workers knowledge and
skills
As TPM activities begin to yield above concrete
results, it helps:
• The workers to become motivated
• Involvement increases
• Improvement suggestions proliferate
• People begin to think of TPM as part of the job

18. TPM Policy and Objectives
Policy and objectives:
• To maximize overall equipment
effectiveness (Zero breakdowns and failures,
Zero accident, and Zero defects etc) through total
employee involvement
• To improve equipment reliability and
maintainability as contributors to quality and to
raise productivity

19. TPM Basic policy and objectives
• To aim for maximum economy in equipment
for its entire life
• To cultivate equipment-related expertise and
skills among operators
• To create a vigorous and enthusiastic work
environment

20. TPM Corporate policy for the following purposes:
• To aim for world-class maintenance,
manufacturing performance and quality
• To plan for corporate growth through business
leadership

21. TPM Corporate policy:
• To promote greater efficiency through greater
flexibility
• Revitalize the workshop and make the most of
employee talents

22. Production dept.TPM to
Companywide TPM

23. T Total • Overall efficiency.
• Total production system.
• Participation of all employees.
P Productive • Zero defect.
• No trouble in operation.
• Safety.
M Maintenance • Longer life cycle of production
system.
What is TPM?

24. • Aims at “Breakthrough improvement in productivity and reducing
chronic losses to zero”.
• Aims at “Creating a bright, clean, and pleasant factory”.
• Means “To reinforce people and facilities and through them, the whole
organization”.
• Addresses “Overall equipment effectiveness”.
• Institutionalizes “Total Employees Involvement” – “Participative
management” and an “Overall-small group organization”.
• Eliminates inter departmental walls and facilitates Cross Functional
Management.
• Is material oriented; it seeks to keep equipment in its intended
condition.
What is TPM?

25. • Rising cost of raw material
• Higher power cost & specific power
• Higher specific fuel consumption
• Higher man power cost
• Heavy losses, low profit due to
equipment failures / low reliability /
indifferent attitude
• Lower skill levels and involvement
• Compartmentalization,
• lack of horizontal communication
• Low moral/ organizational politics
• Unsafe working
• Pressure from TOP to progress fast
• Easy funds for /capacity build up
• Market demand / consumption
sluggish, High quality competition in
the market
• Result -Stiff competition, low
returns
• Opportunity to earn profit
• Increasing quality consciousness in
market
• New plants very efficient and cost
effective.
• Increasing input material cost
• Increasing wages and salaries.
CRISIS FOR THE COMPANY
MARKET CIRCUMSTANCES IN-HOUSE CIRCUMSTANCES
Why TPM?

26. • Employee Involvement
• Top management Commitment
• Management Tools
• Productivity enhancement
• Cost Reduction
• Delivery period shortening
• Sales Expansion
RESULTS EXPECTED ESSENTIAL REQUIREMENTS
Effectiveness of TPM

27. The process adopted is a proven methodology based on:
1. Understanding the current status
2. Setting up an organisation
3. Training people
4. Identifying model areas and machines for initial improvement
5. Improvement of Model machines to the original condition and
achievement of zero loss concept. Each machine is to be improved
by a Cross Functional Team consisting of 1 team leader (Manager –
Level) and 5-6 members consisting of Engineer/Supervisor level.
6. Horizontal deployment of the approach to the rest of the plant
7. Finally covers entire organization and involve every employee from
top to bottom.
Process

28. 16 major Losses
1. Equipment failure loss
2. Set up & adjustment loss
3. Cutting tool and jig change loss
4. Start up loss
5. Minor Stoppage and idling loss
6. Reduced speed loss
7. Defects &rework loss
8. Shutdown loss
9. Management loss
10. Operating motion loss
11. Line organization loss
12. Logistics loss
13. Measurement and adjustment loss
14. Energy Loss
15. Die, Tool and Jig loss
16. Yield loss
EQUIPMENT LOSS
MAN LOSS
MATERIAL& ENERGY LOSS

29. 5S
PM
QM
E&T
DM
SHE
JH
OTPM

31. 2 JISHU HOZEN
•THIS PILLAR DEVELOPS OPERATOR TO TAKE CARE OF SMALL MAINTENANCE TASKS .
•RESULTING SKILLED MAINTENACE TEAM TO CONCETRATE ON VALUE ADDED AND
TECHNICAL REPAIRS .
•THE OPERATOR RESPONSIBLE FOR UP KEEP OPF THEIR EQUIPMENT TO PREVENT IT
FROM DETERIORATING
7STEPS
1. Initial cleaning
2. Counter measures for the causes of forced deterioration& improve hard to access
3. Preparation of tentative JH standards
4. General inspection
5. Autonomous Inspection
6. Standardization
7. Autonomous Management

32. 3 PLANNED MAINTENANCE
THIS PILLAR AIMED TOWARDS
• TROUBLE FREE MACHINES AND EQUIPMENTS
• PRODUCING DEFECT FREE PRODUCTS FOR TOTAL CUSTOMER SATISFACTION
FOUR CATEGORIES
• PREVENTIVE MAINTENANCE
• BREAK DOWN MAINTENANCE
• CORRECTIVE MAINTENANCE
• MAINTENANCE PREVENTION
BENEFITS
• ACHIEVE AND SUSTAINAVAILABILITY OF MACHINES
• OPTIMUM MAINTENANCE COST
• REDUCES SPARES INVENTORY
• IMPROVE RELIABILITY AND MAINTENABILITY OF MACHINES

33. 11 Steps Approach to Zero Break down
Phase 1 : Change to natural deterioration by
eliminating
factors of accelerated deterioration.
Phase 2 : Extend inherent service life of
equipment by corrective maintenance
( Improvements to overcome design
limitations)
Phase 3 : Research natural deterioration
pattern.
Study how deterioration increases over
time
Phase 4 : Search which parameter to measure
for deterioration
Phase 5 : Implement predictive maintenance
Five Phases for concrete actions against breakdown
1. Classify B/D data ( Including
Equipment Ranking)
2. Analysis of present status QC
Approach
3. Eliminate forced deterioration
4. Find out root cause & implement
countermeasure
5. Identify breakdown recurrence /
understand phenomenon
6. Investigate weakness & improve it
7. Investigate natural deterioration
8. Set deterioration pattern
9. Select & evaluate maintenance point
& standard
10. Decide PM / TBM / CBM
11. Build best maintenance procedure
Approach to Zero breakdown

34. 4 QUALITY MAINTENANCE
THIS PILLAR AIMED TOWARDS
• CUSTOMER DELIGHT THROUGH HIGHEST QAULITY
• DEFECT FREE MANUFACTURING
• ELIMINATING NON CONFORMANCES IN A SYSTMATIC MANNER
• REACTIVE TO PROACTIVE LIKE (QUALITY CONTROL TO QUALITY ASSURANCE)
BENEFITS
1. DEFECT FREE CONDITION AND CONTROL OF EQUIPMENTS
2. QM ACIVITY TO CONTROL QUALITY ASSURANCE
3. FOCUS OF PREVENTION OF DEFECTS AT SOURCE
4. FOCUS ON POKA-YOKE (FOOL PROOF SYSTEM)
5. IN LINE DETECTION AND SEGREGATION OF DEFECTS
6. EFFECTIVE IMPLEMENTATION OF OPERATOR QUALITY ASSURANCE
7. ACHIEVE & SUSTAIN CUSTOMER COMPLAINT ZERO

35. 5 EDUCATION TRAINING
THIS PILLAR AIMED TOWARDS
• DEVELOPING MULTISKILL EMPLOYEES WHOSE MORALE IS HIGH AND WHO HAS EAGER
TO COME TO WORK AND PERFORM ALL REQUIRED FUNCTIONS EFFECTIVELY AND
INDEPENDENTLY
• EMPLOYEES WILL BE TRAINED TO ADDRESS THE PROBLEM BY FINDING THE
ROOT CAUSE & ELIMINATING THEM
• THE GOAL IS TO CREATE A FACTORY FULL OF EXPERTS
BENEFITS
1. ACHIEVE AND SUSTAIN ZERO LOSSES DUE TO LACK OF KNOWLEDGE /SKILLS
/TECHNIQUE
2. REMOVE FATIGUE AND MAKE WORK MORE ENJOYABLE
3. UPGRADING THE OPERATING & MAINTENACE SKILLS

36. 6 DEVELOPMENT MANAGEMENT
THIS PILLAR AIMED TOWARDS
• Collection & utilization of feedback information regarding present products before
the start of the design.- like MP sheet.
• Measuring needs for “ Easy of manufacturing “ by analyzing the process for present products.
• Measuring needs for “ Easy of manufacturing” by analyzing process of new products in the
stage of planning & design of products.
By identifying failures possibilities based on design reviews of new products.
By identifying failures possibilities based on trail manufacturing & test of new products.
BENEFITS
1. REDUCES LEAD TIME TO NEW PRODUCT LAUNCH
2. REDUCE THE LOSSES
3. COST EFFECTIVE

37. 7 SAFETY HEALTH ENVIROMENT
THIS PILLAR AIMED TOWARDS
• CREATE SAFE WORK PLACE AND SAFE WORK PRACTICE
• THIS PILLAR PLAY VITAL ROLE WITH OTHER PILLARS ON REGULAR BAISI
BENEFITS
• ZERO ACCIDENT
• ZERO FIRES
• ZERO HELATH DAMAGES
• SAFE WORKING CONDITION
• SAFE WORK PRACTICE

38. 8 OFFICE TPM
THIS PILLAR AIMED TOWARDS
• TO IMPROVE PRODUCTIVITY
• EFFICIENCY IN THE ADMINSTRATIVE FUNCTIONS AND IDENTIFY TO ELEMINATE LOSSES
• ANALYZYING PROCESSES AND PROCEDURES TOWARDS INCREASED OFFICE AUTOMATION
BENEFITS
• INVENTORY REDUCTION
• LEAD TIME REDUCTION OF CRITICAL PROCESS
• EQUILISING THE WROK LOAD
• RETRIEVAL TIME REDUCTION (REDUCE REPETITIVE WORK)
• BETTER UTYILIZED WORK AREA
• REUDCTION IN ADMINISTRATIVE COSTS

39. TPM Results in…
• Results in building up corporate culture that thoroughly pursues
production
• System efficiency improvement OEE (Overall Equipment efficiency-)
• Constructs a system to prevent every kind of loss, for example “Zero
accidents, Zero defects and Zero failures” based Gemba (Work Place) and
Genbutsu (actual thing) over the entire life cycle of a production system.
• Covers all departments including production, Quality Control, Purchase,
marketing, Administration, Design & development, Maintenance &
Engineering.
• Requires all and full involvement from top management to frontline
employees. It builds up an overlapping multidiscipline process based
management teams to achieve excellence

40. OEE = A x P x Q
A= Availability
P= Performance
Q= Quality
What is OEE?
Overall Equipment Efficiency

41. Availability =
Standard time
Standard time – downtime
Performance =
Components Produced
Components supposed to be Produced
Quality =
Total Acceptable Components
Total Components produced
How to Calculate OEE?

42. Example 1
A medium volume manufacturing facility with a
capacity of producing 2 parts/minute actually produced 800 parts
in a planned running 2 shifts of 8 hours each. It had breaks and
scheduled maintenance for 40 minutes and also faced 40
minutes breakdowns and 1 hour 20 minutes for changeover and
adjustment. Number of rejects and re-works were 10 and 6 parts
respectively. Calculate its overall effectiveness
Planned production time = 2x8 hrs. = 960 minutes
Loading time = 960-40 (breaks & scheduled maintenance) = 920 min.
Down-time =40 (Breakdowns) + 80(Changeover & adjustment)= 120
Loading time – Down time 920 - 120
%Availability = --------------------------------x100 = ----------------x100 = 87%
Loading time 920

43. Example 1 (Contd.)
Quantity produced 800
%Performance = --------------------------------x100 = -------------x100 = 50%
Time run x Capacity/given time (920-120)x2
Amount produced – Amount defects – Amount re-work
%Quality = ----------------------------------------------------------------------- x 100
Amount produced
800 – 10 – 6
= -------------------- x 100 = 98%
800
Overall effectiveness (OEE) = 0.87 x 0.5 x 0.98 x 100 = 42.6 %

44. Example 2
A chemical plant was expected to run for 120 hours/week
continuously with production capacity of 2400 metric tones
/hour. At the end the week it produced 220,000 tones together
with a waste of 3000 tones. It had120 minutes breakdowns and
460 minutes changeover and adjustment. Calculate plant overall
effectiveness.
Planned production time = 120 hrs/week = 7200 minutes
For continuous production, breaks and scheduled maintenance = 0
Therefore, loading time = 7200-0 = 7200 min.
Down-time = 120 (Breakdowns) + 460(Changeover & adjustment) = 580
Loading time – Down time 7200 - 580
%Availability = --------------------------------x100 = ----------------x100 = 92%
Loading time 7200

45. Example 2 (Contd.)
Quantity produced 220,000
%Performance = ---------------------------x100 = ------------------x100 = 83%
Time run x Capacity (6620)x(2400/60)
Amount produced – Amount waste
%Quality = ---------------------------------------------x 100
Amount produced
220,000 – 3000
= -------------------- x 100 = 98.6%
220,000
Overall effectiveness = 0.92 x 0.83 x 0.986 x 100 = 75.3 %

46. MTBF
Mean Time Between Failure
• The average amount of operating time between consecutive breakdowns for
an item of equipment (or plant).
Formula
– Operating time is productive time plus production delays.
– Number of failures or breakdown events is the number of failures on an item of equipment (or
plant).
Interpretation
M TBF =
Operating Time
Number of Failures or Breakdown Events
MTBF
• Maintenance effort required is increasing.
• Maintenance practices / mechanisms are ineffective.
• Failure frequency is increasing.
• Operating conditions are deteriorating.
• Maintenance effort required is decreasing.
• Maintenance practices / mechanisms are effective.
• Failure frequency is decreasing.
• Operating conditions are improving.

47. MTTR
Mean Time To Repair
• The average maintenance time required to keep an item of equipment (or
plant) operational.
Formula
– Down time is the total time equipment (or plant) is down for maintenance work (preventive and
corrective).
– Number of failures or breakdown events is the number of failures on an item of equipment (or
plant).
Interpretation
M TTR =
D ow n Tim e
N um ber of Failures or Breakdow n Events
MTTR
• Maintenance practices / mechanisms are effective.
• Clean-up (work preparation) practices effective.
• Effective work practices.
• Maintenance practices / mechanisms are ineffective.
• Poor clean-up (work preparation) practices.
• Ineffective work practices.

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