Total Productive

Maintenance
 • Appreciate the need, for total productive
maintenance for the continued productivity and
the basic goals of TPM

Session • Understand how to plan and manage the

change
Objectives • Quantify the six major losses, identifying the
gaps and setting the goal is for improvement
• Study some examples of successful TPM
implementation

01-03-2023 2
Introduction

• Good maintenance is fundamental to a productive manufacturing system!

• Total Productive Maintenance (TPM) is keeping the current plant and equipment
at its highest productive level through cooperation of all areas of the organization
• Predictive maintenance is the process of using data and statistical tools to
determine when a piece of equipment will fail
• Preventative maintenance is the process of periodically performing activities such
as lubrication on the equipment to keep it running
• The total maintenance function should be directed towards the elimination of
unplanned equipment and plant maintenance

01-03-2023 3
What is TPM?

• Total = All encompassing by maintenance and production individuals

working together.
• Productive = Production of goods and services that meet or exceed
customers’ expectations.
• Maintenance = Keeping equipment and plant in as good as or better than
the original condition at all times.

01-03-2023 4
The Seven Steps of TPM

1. Management learns the new philosophy.

2. Management promotes the new philosophy.
3. Training is funded and developed for everyone in the organization.
4. Areas of needed improvement are identified.
5. Performance goals are formulated.
6. An implementation plan is developed.
7. Autonomous work groups are established.

01-03-2023 5
 Six major loss areas
Downtime Losses
1. Planned
a. Start-ups
b. Shift changes
c. Coffee and lunch breaks
d. Planned maintenance shutdowns
2. Unplanned Downtime
a. Equipment breakdown
b. Changeovers
c. Lack of material
Reduced Speed Losses
3. Idling and minor stoppages
4. Slow-downs
Poor Quality Losses
5. Process nonconformities
6. Scrap 01-03-2023 6
 Overall goals of TPM

1. Maintaining and improving equipment capacity.

2. Maintaining equipment for life.
3. Using support from all areas of the operation.

4. Encouraging input from all employees.

5. Using teams for continuous improvement.

01-03-2023 7
Measuring Losses

• Downtime losses are measured by equipment

availability using the equation
A = (T/P)x100
where
A = availability
T = operating time (P-D)
P = planned operating time
D = downtime

01-03-2023 8
Measuring Losses

• Reduced speed losses are measured by tracking performance efficiency

using the equation
𝐶∗𝑁
𝐸= X100
𝑇
where
E = performance efficiency
C = theoretical cycle time
N = processed amount (quantity)

01-03-2023 9
 • Poor quality losses are measured by
tracking the rate of quality products
Measuring produced using the equation
Losses 𝑅=
𝑁−𝑄
𝑁
X100
where
R = rate of quality products
N = processed amount (quantity)
Q = nonconformities

01-03-2023 10
 • Make the operator responsible for the equipment
and the level of maintenance that he is capable of
performing.

• Identify the maintenance personnel who work in

Autonomous certain areas or have certain skill levels.
Work Groups • Operators and maintenance personnel are brought
together, resulting in an autonomous work group.

• Empower the groups to make decisions about

keeping the equipment in first-class running order.

01-03-2023 11
 • Many Indian companies, especially from engineering and
process industry have included TPM in their major
initiatives.
• TPM Club was established in 1998 as a joint venture
between Japan Institute of Plant Maintenance (JIPM) and
Confederation of Indian Industries (CII). The objective of
TPM Club was promotion, consultancy & research to

TPM in India benefit Indian Industry.

• The category A TPM awards for the year 2012 were given
to Bajaj Auto (Waluj and Chakan Plants), Indian Oil
Corporation (Panipat refinery), Mahindra and Mahindra
(three plants of farm equipment division) and PepsiCO
India Holdings Limited.
• TPM is successfully implemented in many reputed Indian
companies such as Tata Steel, Sundaram Fasteners and
other Sundaram group companies, Hero MotoCorp
Limited, Titan Time Products, Wheels India Limited, Sona
group companies etc.

01-03-2023 12
01-03-2023 13
PILLAR 1 – 5S
• TPM starts with 5S.
• Sorting, Systematize, Shining, Standardize, Self - Discipline.
• Problems cannot be seen when workplace is unorganized.
• Cleans and organizes the workplace.
• Makes problems visible.

01-03-2023 14
 Geared towards developing
operators for small maintenance
tasks.

Frees up more skilled workers to

PILLAR 2:
focus on more valuable activity
and technical repairs.
AUTONOMOUS
MAINTENANCE
Maintenance of equipment by
operators to prevent
deterioration.

01-03-2023 15
PILLAR 3: Kaizen (Kai=change Zen=good)
• Principle: very large number of small improvements are more effective in an
organizational environment than a few improvements of large value.
• Systematically reduces losses and inefficiencies in the workplace.
• Can also be applied in production and administrative areas.
• Requires no or little investment.

01-03-2023 16
 Aimed to have trouble free machines and
equipments.

Produces defect free products for total

PILLAR 4: customer satisfaction.

PLANNED
MAINTENANCE Achieves and maintains availability and
reliability of machines.

Reduces inventory.

01-03-2023 17
 PILLAR 5: QUALITY MAINTENANCE

• Highest quality through defect-free manufacturing.

• Focus is on quality control – eliminate current quality
concerns, then move to potential quality concerns.
• Maintains perfect equipment to have perfect quality of
products.

01-03-2023 18
 Aimed to have multi-skilled employees
who perform all functions effectively and
independently.

Know-How: can be learned through

experience and how to overcome a
PILLAR 6: problem.

TRAINING For Know-Why: education given to

operators to know the root cause of the
problem.

Increases productivity.

01-03-2023 19
 Includes analyzing processes and procedures
towards increased office automation.

PILLAR 7: Must be followed to improve productivity and

efficiency in the administrative functions.
OFFICE
Identifies and eliminates losses.
TPM
Involves all parties towards TPM which
improves processes.

01-03-2023 20
 Target – zero accident, zero
health damage, zero fires.

PILLAR 8:
Focus is to create a safe
SAFETY, HEALTH
workplace and protect the
& environment
ENVIRONMENT
Usually a committee is created
for this which includes officers
as well as workers.
01-03-2023 21
 DIFFICULTIES FACED IN TPM IMPLEMENTATION

• Typically people show strong resistance to change.

• Many people treat it just another “Program of the month” without paying any focus and
also doubt about the effectiveness.
• Not sufficient resources ( people, money, time, etc.) and assistance provided.
• Insufficient understanding of the methodology and philosophy by middle management.
• TPM is not a “quick fix” approach, it involves cultural change to the ways we do things.
• Departmental barrier existing within Business Unit.
• Many people considered TPM activities as additional work/threat.

01-03-2023 22
Case Study-I
Maintenance of Coffee Machine
01-03-2023 24
Case Study-I..
• How can Downtime block simulate?
• Different types of downtime: maintenance, repair, and specific
custom tasks.

01-03-2023 25
Case Study-I..
• Coffee ground removal, water refilling, and machine rinsing are simulated
as periodic maintenance.
• Certain number of working cycles.
• In this example, coffee bean consumption is proportional to coffee
machine working time, so the bean container fills after a predefined period
of work.
• Also, regular maintenance takes place every three months.
• All maintenance processes, including repair to the milk pipe, are simulated
as delays.
• Periodic filter changes demonstrate how maintenance can link with other
processes and that external factors can influence maintenance time.

01-03-2023 26
Failure Mode and
Effect Analysis
(FMEA)
 Objectives

• Understanding the Failure Mode and Effects Analysis (FMEA) as a

proactive analytical team tool for reliability improvement.

• Understanding the process of developing design FMEA and process

FMEA

• Brief overview of FMEA formats and rating system for design and
process FMEA

• Understanding the application example of design FMEA

01-03-2023 28
 FMEA is a technique to
prevent defects and failures!

01-03-2023 29
 Introduction
• FMEA is a “before-the-event” action requiring a team effort to easily
and inexpensively alleviate changes in design and production. We will focus on
these two
• There are several types of FMEA”:
• Design FMEA, Process FMEA, Equipment FMEA, Maintenance FMEA, Concept
FMEA, Service FMEA, System FMEA, Environmental FMEA
• Design FMEA aids in the design process by identifying known and
foreseeable failure modes and then ranking failures according to relative
impact on the product.
• Process FMEA is used to identify potential process failure modes by
ranking failures and helping to establish.
• Priorities according to the relative impact on the internal or external
customer.

01-03-2023 30
 Reliability
• Reliability may be defined as the probability of the product to
perform as expected for a certain period of time, under the given
operating conditions, and at a given set of product performance
characteristics
• Reliability is one of the most important characteristics of any product,
no matter what its application.
• Reliability is also an important aspect when dealing with customer
satisfaction, whether the customer is internal or external.
• Customers want a product that will have a relatively long service life,
with long times between failures.
01-03-2023 31
 Product Life Cycle

01-03-2023 32
 The Weibull Distribution

01-03-2023 33
The FMEA Form

Identify failure modes and Determine and assess

Identify causes of the failure Prioritize
their effects actions
modes
and controls
01-03-2023 34
 FMEA: A Team Tool
• A team approach is necessary.
• Team should be led by the Process Owner who is the responsible
manufacturing engineer or technical person, or other similar
individual familiar with FMEA.
• The following should be considered for team members:
– Design Engineers – Operators
– Process Engineers – Reliability
– Materials Suppliers – Suppliers
– Customers Team Input
Required

01-03-2023 35
 Benefits of FMEA

1. Systematic review of component failure modes to ensure that any failure

produces minimal damage to the product or process.
2. Determining the effects that any failure will have on other items in the product
or process and their functions.
3. Determining those parts of the product or the process whose failure will have
critical effects on product or process operation, and which failure modes will
generate these damaging effects.
4. Calculating the probabilities of failures in assemblies, sub-assemblies, products,
and processes from the individual failure probabilities of their components and
the arrangements in which they have been designed.

01-03-2023 36
Benefits of FMEA..
• Establishing test program requirements to determine failure mode
and rate data not available from other sources.
• Establishing test program requirements to verify empirical reliability
predictions.
• Providing input data for trade-off studies to establish the
effectiveness of changes in a proposed product or process or to
determine the probable effect of modifications to an existing product
or process.
• Determining how the high-failure-rate components of a product or
process can be adapted for higher reliability components,
redundancies, or both.
01-03-2023 37
 FMEA Documentation:
Parameter Diagram or P-Diagram

• A parameter diagram is a graphical representation of the input and

output responses.
• The inputs are categorized as:
1. control factors.
2. noise factors.
3. signal factors.
• The output responses are categorized as
1. ‘Ideal Function’ or desirable response.
2. Error state or undesirable response.

01-03-2023 38
 FMEA Documentation: Interface Matrix
• A system interface matrix illustrates the relationships among the
subsystems, assemblies, subassemblies, and components within
the object as well as, the interfaces with the neighbouring
systems and environments.

Boundary diagram, P-diagram, and interface matrix are inputs to

design FMEA.

01-03-2023 39
 Boundary Diagram of a Pressure Cooker
Environment

Steam

Safety
Control Valve
Valve

Lid User
Handle
Main Body Handle (Large)
(Small) Water,
rice, etc.
Bottom Plate

Heat Source (Such as LPG)

01-03-2023 40
 Interface Matrix
• A system interface matrix illustrates relationships
between the subsystems, assemblies, subassemblies, and
components within the object as well as the interfaces
with the neighboring systems and environments.

• It is a recommended robustness tool that acts as an

input to Design FMEA.

01-03-2023 41
 Interface Matrix Example for Pressure Cooker
Interface Primary/
SN Description Type Function(s) Measure Group Secondary
Rubber Seal joint to prevent leakage of Crush Seal P
1 Lid to Ring Touch steam
Exert load, seal joint up to specified Pressure Kg/cm-square Locate P
Control pressure and release at specified
2 Lid to Valve Touch pressure to ensure safe operation
Safety Release at specified pressure for Pressure Kg/cm-square Seal P
3 Lid to Valve Touch safe operation
Rubber Seal joint to prevent leakage of Crush Seal P
4 Body to Ring Touch steam
Allow assembly, locking when Holding Force Structural P
rotated through 30 degrees and
prevent bursting at specified steam
5 Body to Lid Touch pressure
Maintain specified gap so that rubber Dimensions and shape Seal P
ring gets desired crush for sealing
6 Body to Lid Touch
Body to Handle Clamp and hold handle when Coordinates of tapped holes Fasten
7 Large Touch clamped through tapped holes and tapping size S
Body to Handle Clamp and hold handle when Coordinates of tapped holes Fasten
8 Small Touch clamped through tapped holes and tapping size S
Body to Bottom Prevent physical touching of cooking Dimensions and shape Control
9 Plate Touch utensil with bottom surface P
Body to Energy Receive energy and transfer to water Kcal per minute Heat
10 Source Energy P
Body to Steam Provide and retain strength so that Thickness, Material Structural
steam can be heated and maintained Properties, Shape
01-03-2023 11 Strength at specified pressure P 42
 Scope of Design FMEA
Design FMEA can
be done at various
System
levels
Subsystem

Component

01-03-2023 43
 What is an FMEA?

• FMEA is a technique for risk assessment prior to release of

design, process or service!
• It is a cross functional team exercise to list out:
• Potential failure modes
• Causes of these failure modes
• Severity of these failure modes
• Probability (chance) of occurrence
• Probability of detection in the event of occurrence

These three are quantified as numbers between 1 to 10.

Multiplication of the three numbers is Risk Priority Number

01-03-2023 44
 FMEA Team
• The FMEA methodology is a team effort where the responsible
engineer involves assembly, manufacturing, materials, quality, service,
supplier, and the next customer (whether internal or external).
• The team leader has certain responsibilities, which include
determining the meeting time and place, communicating with the rest
of the team, coordinating corrective action assignments and follow-up,
keeping files and records of FMEA forms, leading the team through
completion of the forms, keeping the process moving, and finally,
drawing everyone into participation.
• There also should be a recorder who records the results on the form
and distributes results to participants in a timely manner.

01-03-2023 45
 The Four Stages of FMEA
Specifying Quantifying Correcting Revaluate
Possibilities Risk High Risk Risk
Causes
a. Probability of a. Prioritizing • Recalculation
a. Probability of
Work of Risk
Cause Cause Priority
b. Severity of b. Severity of b. Detailing
Action Number
Effect Effect
c. Effectiveness c. Assigning
c. Effectiveness Action
of Control to
Prevent Cause of Control to Responsibility
d. Risk Priority Prevent Cause d. Check Points
Number d. Risk Priority on
Number Completion

01-03-2023 46
 DFMEA Severity Evaluation Criteria
(Reference AIAG FMEA Manual, Fourth Edition)
Effect Criteria: Severity of Effect on Product (Customer Effect) Rank
Failure to Meet Potential failure mode affects safe vehicle operation and/or involves
10
Safety and/or noncompliance with government regulation without warning.
Regulatory Potential failure mode affects safe vehicle operation and/or involves
9
Requirements noncompliance with government regulation with warning.
Loss of primary function (vehicle inoperable, does not affect safe vehicle
Loss or 8
operation).
Degradation of
Degradation of primary function (vehicle operable, but at reduced level of
Primary Function 7
performance).
Loss of secondary function (vehicle operable, but comfort/ convenience
Loss or 6
functions inoperable).
Degradation of
Degradation of secondary function (vehicle operable, but comfort/
Secondary Function 5
convenience functions at reduced level of performance).
Appearance or Audible Noise, vehicle operable, item does not conform
4
and noticed by most customers (>75%)
Appearance or Audible Noise, vehicle operable, item does not conform
Annoyance 3
and noticed by many customers (50%)
Appearance or Audible Noise, vehicle operable, item does not conform
2
and noticed by discriminating customers (<25%)
No effect No discernible effect 1
01-03-2023 47
 DFMEA: Occurrence Ranking
(Ref: AIAG FMEA Manual, Fourth edition)
Criteria: Occurrence
Likelihood Criteria: Occurrence of Cause - DFMEA of Cause - DFMEA
Rank
of Failure (Design life/reliability of item/vehicle) (Incidents per
items/vehicles)
100 per thousand
Very High New technology/new design with no history. 10
1 in 10
Failure is inevitable with new design, new application, or 50 per thousand
9
change in duty cycle/operating conditions. 1 in 20
Failure is likely with new design, new application, or 20 per thousand
High 8
change in duty cycle/operating conditions. 1 in 50
Failure is uncertain with new design, new application, or 10 per thousand
7
change in duty cycle/operating conditions. 1 in 100
Frequent failures associated with similar designs or in 2 per thousand
6
design simulation and testing. 1 in 500
Occasional failures associated with similar designs or in .5 per thousand
Moderate 5
design simulation and testing. 1 in 2000
Isolated failures associated with similar designs or in .1 per thousand
4
design simulation and testing. 1 in 10,000
Only isolated failures associated with almost identical .01 per thousand
3
design or in design simulation and testing. 1 in 100,000
Low .001 per thousand
No observed failures associated with almost identical
2
design or in design simulation and testing. 1 in 1,000,000
Failure is eliminated
Very Low Failure is eliminated though preventive control. 1
though preventive control.
01-03-2023 48
 Criteria for Detection Rating
(Reference : AIAG FMEA Manual 4th Edition):
Opportunity for Criteria: Rank Likelihood
Detection Likelihood of Detection by Design Control of
Detection
No detection Almost
No current design control; Cannot detect or is not analyzed 10
Opportunity Impossible
Not likely to detect at Design analysis/detection control have a weak detection capability; Virtual Analysis
9 Very Remote
any stage (e.g., CAE, FEA, etc.) is not correlated to expected actual operating conditions.
Product verification/validation after design freeze and prior to launch with pass/fail
testing (Subsystem or system testing with acceptance criteria such as ride and 8 Remote
handling, shipping evaluation, etc.)
Product verification/validation after design freeze and prior to launch with test to
Post Design Freeze
failure testing (Subsystem or system testing until failure occurs, testing of system 7 Very Low
and prior to launch
interactions, etc.)
Product verification/validation after design freeze and prior to launch with degradation
testing (Subsystem or system testing after durability test, e.g., function check). 6 Low

Prior to Design Product verification (reliability testing, development or validation tests) prior to design
Freeze freeze using pass/fail testing (e.g., acceptance criteria for performance, function 5 Moderate
checks, etc.)
Product verification (reliability testing, development or validation tests) prior to design Moderately
4
freeze using test to failure (e.g. until leaks, yields, cracks, etc.) High
Product verification (reliability testing, development or validation tests) prior to design
3 High
freeze using degradation testing (e.g., data trends, before/after values, etc.)
Virtual Analysis Design analysis/detection control have a strong detection capability. Virtual analysis
Correlated (e.g., CAE, FEA, etc.) is highly correlated with actual or expected operating conditions 2 Very high
prior to design freeze.
Detection not Failure cause or failure made can not occur because it is fully prevented through
Almost
applicable; Failure design solutions (e.g., proven design standard, best practice or common material, 1
Certain
Prevention etc.)
01-03-2023 49
 Process FMEA: Severing Raking
Criteria: Severity of
Criteria: Severity on Product
Effect on
of Effect Product Criteria: Severity
Criteria: of Effect
Severity of on Process
Effect on Process
Effect
Effect Rank
Rank Effect
Effect
(Customer Effect) (Manufacturing/Assembly effect)
Potential failure mode affects safe vehicle operation and/or May endanger operator (machine or assembly) without
involves noncompliance with government regulation without Failure to warning.
Failure to Meet 10
warning. Meet Safety
Safety and/or
and/or
Regulatory
Potential failure mode affects safe vehicle operation and/or Regulatory May endanger operator (machine or assembly) with
Requirements
involves noncompliance with government regulation with 9 Requirements warning.
warning.
Loss of primary function (vehicle inoperable, does not affect 100% of product may have to be scrapped. Line
safe vehicle operation). Major shutdown or stop ship.
Loss or 8
Disruption
Degradation of
Primary
Degradation of primary function (vehicle operable, but at A portion of the production run may have to be
Function Significant
reduced level of performance). 7 scrapped. Deviation from primary process including
Disruption
decreased line speed or added manpower
Loss of secondary function (vehicle operable, but 100% of production run may have to be reworked off
comfort/convenience functions inoperable). line and accepted.
Loss or 6
Degradation of Moderate
Secondary Disruption
Degradation of secondary function (vehicle operable, but A portion of the production run may have to be
Function
comfort/convenience functions at reduced level of 5 reworked off line and accepted.
performance)
Appearance or Audible Noise, vehicle operable, item does not 100% of production run may have to be reworked in
4
conform and noticed by most customers (>75%). Moderate station before it is processed.
Appearance or Audible Noise, vehicle operable, item does not Disruption A portion of the production run may have to be
3
Annoyance conform and noticed by many customers (50%). reworked in-station before it is processed.
Appearance or Audible Noise, vehicle operable, item does not Slight inconvenience to process, operation, or operator.
Minor
conform and noticed by discriminating customers (<25%) 2
Disruption
No effect No discernible effect 1 No effect No discernible effect

01-03-2023 50
 Process FMEA: Occurrence rankings

Likelihood of
Likelihood of Criteria: Occurrence
Criteria: Occurrence of
of Cause
Cause -- Rank
Rank
Failure PFMEA (Incidents per items/vehicles)
100 per thousand
Very High 10
1 in 10
50 per thousand
9
1 in 20
20 per thousand
High 8
1 in 50
10 per thousand
7
1 in 100
2 per thousand
6
1 in 500
.5 per thousand
Moderate 5
1 in 2000
.1 per thousand
4
1 in 10,000
.01 per thousand
3
1 in 100,000
Low
.001 per thousand
2
1 in 1,000,000

Very Low Failure is eliminated though preventive control. 1

01-03-2023 51
 Process FMEA: Detection Rankings
Opportunity for Criteria: Likelihood of Detection by Likelihood
Rank
Detection Process Control of Detection
No detection No current process control; Cannot detect or is not analyzed. Almost
10
Opportunity Impossible
Not likely to detect at Failure Mode and/or Error (Cause) is not easily detected
9 Very Remote
any stage (e.g., random audits).
Problem Detection Failure Mode detection post-processing by operator through
8 Remote
Post-Processing visual/tactile/audible means.
Failure Mode detection in-station by operator through
Problem Detection at visual/tactile/audible means or post-processing through use
7 Very Low
Source of attribute gauging (go/no-go, manual torque check/clicker
wrench, etc.).
Failure Mode detection post-processing by operator through
Problem Detection use of variable gauging or in-station by operator through use
6 Low
Post-Processing of attribute gauging (go/no-go, manual torque check/clicker
wrench, etc.).
Failure Mode and/or Error (Cause) detection in-station by
operator through use of variable gauging or by automated
Problem Detection at
controls in-station that will detect discrepant part and notify 5 Moderate
Source
operator (light, buzzer, etc.). Gauging performed on setup
and first-piece check (for set-up causes only)
Failure Mode detection post-processing by automated
Problem Detection
controls that will detect discrepant part and lock part to 4 Moderately High
Post-Processing
prevent further processing.
Failure Mode detection in-station by automated controls that
Problem Detection at
will detect discrepant part and automatically lock part in 3 High
Source
station to prevent further processing.
Error (Cause) detection in-station by automated controls that
Error Detection and/or
will detect error and prevent discrepant part from being made. 2 Very High
Problem Prevention
Error (Cause) prevention as a result of fixture design,
Detection not
machine design or part design. Discrepant parts cannot be
applicable; Error 1 Almost Certain
made because item has been error-proofed by
Prevention
process/product design.

01-03-2023 52
 Summary
• The seven-step plan outlined in this session provides a framework to establish TPM.

• It should be modified to meet different organizational needs.

• An effective total productive maintenance program will lead to improved quality and productivity and, of
course, an improved bottom line.

• FMEA is an analytical team tool aimed to prevent failure modes before they reach the customer or the
user.

01-03-2023 53