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Goals of TPM

TPM aims to increase productivity through modest maintenance investments and employee involvement. It seeks to improve overall equipment effectiveness and prevent accelerated deterioration by fostering strong relationships between operators and equipment. The goals of maintenance are to prevent failures through planned and condition-based activities in order to preserve reliability and replace components before failure.

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56 views2 pages

Goals of TPM

TPM aims to increase productivity through modest maintenance investments and employee involvement. It seeks to improve overall equipment effectiveness and prevent accelerated deterioration by fostering strong relationships between operators and equipment. The goals of maintenance are to prevent failures through planned and condition-based activities in order to preserve reliability and replace components before failure.

Uploaded by

Jethro Mallar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Goals of TPM

One of the main objectives of TPM is to increase the productivity of a factory and its
equipment with a modest investment in maintenance. Total quality management (TQM)
and total productive maintenance (TPM) are considered as the key operational activities
of the quality management system. For TPM to be effective, the full support of the total
workforce is required. This should result in accomplishing the goal of TPM: "Enhance the
volume of the production, employee morale and job satisfaction."

The main objective of TPM is to increase the Overall Equipment Effectiveness of plant
equipment. TPM addresses the causes for accelerated deterioration while creating the
correct environment between operators and equipment to create ownership.

Preventive Maintenance

The primary goal of maintenance is to avoid or mitigate the consequences of failure of


equipment. This may be by preventing the failure before it occurs which Planned
Maintenance and Condition Based Maintenance help to achieve. It is designed to
preserve and restore equipment reliability by replacing worn components before they fail.
Maintenance activities include partial or complete overhauls at specified periods, oil
changes, lubrication, minor adjustments, and so on. In addition, workers can record
equipment deterioration, so they know to replace or repair worn parts before they cause
system failure. The ideal machine maintenance program would prevent any unnecessary
and costly repairs.

Machine maintenance for various equipment and facilities is quite nuanced. For instance,
maintaining certain equipment may include a "preventive maintenance checklist" which
includes small checks which can significantly extend service life. Furthermore, other
considerations such as weather and equipment are considered; for instance, in the case
of HVAC systems, maintenance is often performed before the hottest time of the year

History of TPM

The earliest roots of TPM trace back to the concept of Productive Maintenance (PM) that
originated in the United States in the late 1940’s and early 1950’s. American Productive
Maintenance was characterized by development of scheduled Preventive Maintenance
techniques to improve the reliability and longevity of manufacturing production
equipment.* “What we now refer to as TPM is, in fact, American-style productive
maintenance modified and enhanced to fit the Japanese industrial environment.”
(Nakajima 1984) Twenty Japanese companies formed a PM research group in 1953 and
in 1962 sent a research mission to the United States to observe American Productive
Maintenance. This effort further led to the creation of the Japanese Institute of Plant
Engineers (JIPE), the predecessor of JIPM in 1969. (Ireland and Dale 2001) Figure 1
provides an overview of the early milestones as TPM developed in Japan. (Nakajima
1984)

Use of 5s

The goal of 5S is to create a work environment that is clean and well-organized. It consists
of five elements:

 Sort (eliminate anything that is not truly needed in the work area)

 Set in Order (organize the remaining items)

 Shine (clean and inspect the work area)

 Standardize (create standards for performing the above three activities)

 Sustain (ensure the standards are regularly applied)

It should be reasonably intuitive how 5S creates a foundation for well-running equipment.


For example, in a clean and well-organized work environment, tools and parts are much
easier to find, and it is much easier to spot emerging issues such as fluid leaks, material
spills, metal shavings from unexpected wear, hairline cracks in mechanisms, etc.

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