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International Journal of Engineering Research and Applications

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RESEARCH ARTICLE OPEN ACCESS

What are the main differences and similarities between

TPM and RCM?

Abstract
Purpose: The center of research are the two main maintenance management systems in conceptual terms and
enforcement in industrial environments: Total Productive Maintenance - TPM and Reliability Centered
Maintenance - RCM. Rise up the main characteristics of each system, and compares the two in order to obtain
the main differences and similarities.
Design/methodology/approach: It is about a literature review, which presents the main fundamentals,
characteristics and methods inherent to each maintenance system studied. First concepts are developed, then the
paper has applications maintenance systems to finally performing the comparison between TPM and RCM.
Findings: We discovered that gaps exist in both the TPM as the SPC, and a hybrid approach between these
systems can bring earnings related to these gaps observed. It was noticed also that the process of implementation
of maintenance systems largely depends on the manager that implements it, and despite having distinctive
characteristics, implementation steps differ by organization.
Research limitations/implications: The TPM and RCM implementation process is not linear in organizations
which creates complications to conduct an objective comparative analysis.
Originality/value: The main value of the research is to construct a franmework implementation of TPM and
RCM in industrial environments, defining and comparing deployments processes. Not least, the research makes
a comparative analysis of both systems, considering: origin, fundamental focus, implementation strategy, team
building process, central method of application, work approach, system organization, fundamental objective and
primary metric.
Keywords: Maintenance. TPM. RCM. Reliability. Industry Implementation. Systematic Comparison.
Productivity. Literature Review.
Article Classification: Literature Review
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Date of Submission: 02-06-2022 Date of Acceptance: 15-06-2022
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I. INTRODUCTION RCM, in its turn, is a process used to

In the industry, maintenance has a great determine what should be done to ensure that any
impact in operational efficiency, prediction, physical item continues to perform the functions
andminimization of damage. Two systems of required by its users in its present operating context.
maintenance management have extensivelybeen The efforts needed to study the law of machine life,
highlighted in the literature: TPM (Total Productive equipment degeneration curve and anticipating
Maintenance), of Japanese origin, aligned with lean failures through probabilistic calculations. RCM
thinking and acting directly on the reduction and was born with a qualitative approach, which has
elimination of losses; and RCM been modified with the introduction of probabilistic
(ReliabilityCenteredMaintenance), which focuses methods to study failures and analysis of costs and
on economic efficiency in decision-making. risks associated with equipment breakdown and loss
TPM is an equipment maintenance system of availability (Moubray & Network 1997; Fogliatto
that involves all employees in various areas of the & Ribeiro 2009; Selvik & Aven 2011).
company, especially engineering, maintenance and If, on one hand, TPM is an extension of the
operation. Its objective is double, aimingto achieve Japanese philosophy on losses elimination, directed
zero failures and zero defects. As a result of to the maintenance area, on the other, RCM uses
eliminatingfailures and defects,we are able to quantitative methods and analysis to increase the
increase equipment availability, reduce costs, likelihood of a physical component or system
minimize inventory, and increase labor productivity operating as it was designed to, according to its life
(Assis 2010). cycle and with minimal maintenance needed(NASA

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2000; Mason et al. 2015; Alebrant Mendes & Duarte proactive, programming interventions before the
Ribeiro 2014). occurrence, whether predictive in nature or of a
The central objective of this article is to systematic approach or even based on a plan; and
develop a literature review on the two systems of finally, reliability dimension, which deals with
maintenance management, considering the programming based on the analysis of probabilistic
fundamentals, key techniques and the failure and the notion of risk(Xenos 2014).
implementation process involved. Another objective Corrective maintenance is every
is to compare the two systems critically, checking intervention conducted in the machinery, equipment
the gaps observed in each of them. and complex systems after the occurrence of
damage, so it is a reactive modality. It was the
II. INDUSTRIAL MAINTENANCE prevailing modality in organizations until the middle
MANAGEMENT of the 20thcentury, mainly because– when observing
Maintenance is the combination of all the maintenance sector alone –, it is the one with the
technical and managerial actions during the life lowest cost, though, from a systemic view of the
cycle of an item, to ensure its full operation in its organization, the cost of production downtime can
required function (Fernández & Márquez 2012). The result in heavy losses for the companies. It is
maintenance function should monitor and maintain common to confuse corrective maintenance with
facilities, equipment and work environments. It unplanned maintenance, usually in less developed
should also devise, organize, execute and check the companies in this sector, for corrective maintenance
work and ensure the nominal operation of the item eventually occurs due to a lack of planning
during work periods, minimizing time-outs caused (unforeseen corrective), however, maintenance can
by breakdowns or resulting repairs (Verma et al. be corrective and planned, especially when the
2010). preventive maintenance is not more economically
Maintenance management, therefore, is the advantageous (NASA 2000; Assis 2010; Xenos
proper management of failures, availability and 2014; Alebrant Mendes & Duarte Ribeiro 2014).
performance of the physical assets of an Preventive maintenance starts gaining
organization, so they may function according to the ground after the second half of the 20th century,
requirements expected within its life cycle (Cheng et when maintenance starts being a strategic function
al. 2008; Alebrant Mendes & Duarte Ribeiro 2014). in business. This type of maintenance is planned and
Maintenance strategies are the different follows a scheduled plan of periodic maintenance
types of tasks including actions, procedures, for all tangible physical assets. It stands out
resources and time. These activities must be especially with the emergence of the Japanese
conducted in accordance with the established philosophy of lean production, along with technical
timetable to ensure the maintenance of the target and quality management concepts. Preventative
assets (Bakri et al. 2012). Maintenance and planning maintenance is essentially proactive, with actions
strategies can be properly updated based on data taken to prevent failures and, thus, maintain the
extracted from feedback of the items performance. operation of the equipment. It involves some
The configuration of a supporting system for such systematic actions, such as inspections, exchange of
strategies depends on many factors, such as the parts, and renovations. The main objective of
complexity of maintenance tasks, the ability of the preventive maintenance is to reduce the frequency
employees and plant availability, and is, therefore, a of occurrence of failures and their severity (Kelly
critical problem in maintenance management 2006; Alsyouf 2009; Igba et al. 2013; Singh et al.
(Rodrigues & Hatakeyama 2006). 2015).
In modern production systems, the product Within preventive maintenance emerges
or service and maintenance requirements are the predictive maintenance, with a conditional bias
main outputs, i.e., parallel to the production, there is made possible by the development of engineering
the maintenance process. Maintenance is a system and of the learning machine branch. Predictive
with activities performed in synergy with the maintenance evaluates symptoms of the equipment,
production systems. Maintenance activities are so allowing the optimization of parts exchange or
numerous and complex that they require effective components of reform, and extending the
management and a well-structured organization maintenance interval, since it enables the evaluation
(Muchiri et al. 2011; Singh et al. 2013a; McCarthy and prediction of when the component is close to its
& Rich 2015). useful life limit. It is a proactive and reactive
The maintenance function can be approach, proactive because it comes from a
understood as three large dimensions: corrective maintenance plan, but reacts from symptoms
maintenance, with responsive actions, i.e., acts after assessed via prediction by sensory inspection or via
the occurrence; preventive maintenance, which is

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prediction by instrumental inspection (Sharma et al. 1988; Chand & Shirvani 2000; Aspinwall &
2006; Aspinwall & Elgharib 2013; Jain et al. 2014). Elgharib 2013; Marín-García & Martínez 2013).
At the end of the 20th century, with the TPM is one of the most misunderstood
advancement of aerospace, reliability study becomes and misapplied concepts in contemporary
indispensable for the management of maintenance. organizations. It is not just a maintenance program
Above all, philosophies based and focused on or improvement plan, but a strategic operating
reliability stand out, directing the focus to the study philosophy that involves the entire organization
of law of life in the equipment and the optimization (Souza 2004). The main objective of TPM is to
of maintenance, regarding reserve equipment restructure the organization as a whole, as
resizing (spare), failure probability, trials and tests improvements that should be incorporated tothe
via sampling (Fogliatto et al. 2009;Yssaad et al. equipment and to people (Tondato 2003).
2014). TPM is initially organized into5 pillars:
Autonomous Maintenance; Planned Maintenance;
III. TOTAL PRODUCTIVE Education and Training; Specific Improvement; and
MAINTENANCE Initial Control. This initial approach was
Nakajima (1988) introduced the concept implemented in 1971 in the Niponndenso company,
of TPM in Japan in 1971, as the productive seeking to achieve operational efficiency, which
maintenance performed by all employees through became known as “Production TPM”(Nakajima
activities in small groups to ensure that the 1989). In 1989 a theoretical improvement in
equipment is operated at 100% capacity, 100% of concepts of the TPM happened and the “Company
the time. TPM is an approach to maintenance that Wide TPM” arose, bringing a holistic view of an
optimizes the effectiveness of the equipment, seeks expanded TPM for the entire organization (Chand&
to correct failures, and promotes autonomous Shirvani 2000; Marín-García & Martínez 2013).
maintenance by the operator during day to day Other three pillars were incorporated: Quality
activities, involving the whole workforce (Nakajima Maintenance; Hygiene Safety and Environment; and
Administrative Areas (Figure 1).

Figure1: The eight pillars of TPM(Ahuja& Khamba, 2008; Singh et al., 2013b)

In terms of organizational culture, the main manufacturing systems(Moghaddam 2013). There is

purpose of autonomous maintenance is that a maintenance planning model through mixed-
employees are responsible for the machines, looking integer linear programming for resource constraints
at them as “daughters” or “owners”. This creates a (Manzini et al. 2015). The non-linear programming
sense of responsibility and appreciation of the work for manpower allocation optimization for
performed by employees (Nakajima 1988). maintenance is used (Ighravwe& Oke 2014). There
The Planned Maintenance pillar is is the proposal of a full solution algorithm for
essentially one of the most important points of maximizing the availability of resources, taking into
decision-making on the management of maintenance consideration the reliability of physical assets and
(Nakajima 1989). aircraft maintenance requirements (Gavranis&
In the literature, there is a proposal for a Kozanidis 2015). And a reliability-based model to
multi-objective programming model for preventive resupply parts and maintenance planning based on
maintenance and replacement supplies schedule in time (Wang 2012).

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The Education and Training pillar is one of produce failures or defects in the final product. The
the critical factors to a successful TPM program, second pillar is linked to machine safety conditions
being the basis for effectiveness in the other pillars, regarding human manipulation, as well as the
thus achieving the two main goals of TPM, zero emission of pollutants and all those concerns for
failures and zero waste (Seng et al. 2005). The environmental issues. Finally, in the 21st century,
successful implementation is linked to the way along with the development of the Lean Office,
people are managed and the culture proposed by TPM was advanced thinking of the administrative
TPM is asserted to the employees. This requires a areas, through the adoption of the OEE focused on
long-term process with training and organizational administrative matters (Ahuja & Khamba 2008;
education (Rodrigues & Hatakeyama 2006). TPM Prakas et al. 2012; Jain et al. 2014).
must be understood as a methodology for human In the application of TPM policy, a
initiative at the factory. feedback system is implemented, to mediate the
The Specific Improvement pillar is the evaluation of the system. This tool is called OEE
process of restoration and cleaning of physical (Overall Equipment Effectiveness). The OEE
assets evaluated and monitored for maintenance. (Equation 1) is an indicator that evaluates the
Also known as “Kobetzu Kaizen”, the specific effectiveness of a certain manufacturing operation
improvement is related to the maintenance plan on a machine, which aids in the precise search of
necessary to bring the equipment to the “zero state” problematic areas of the processes, providing
through quality tools, with OEE results of the answers that can be used to implement
equipment being monitored. The pillar is essential, improvements (Aspinwall & Elgharib 2013).
especially for critical equipment. Used to remove OEE = Availability X Performance X Quality
the eight large losses that reduce the overall Equation (1)
efficiency of the machine. Generally, it requires
financial investments and management efforts Availability is the productive useful time,
directed at the focus equipment to increase its compared to the time actually used, discounting the
availability and delay the natural degeneration scheduled downtimes and lack of productive
process, i.e., extending its useful life (Nakajima demand. The performance is linked to the cadence
1989; Xenos 2014). of the equipment and compares the theoretical
The initial control pillar not only develops cadence, scaled production output, with the actual
the project focused on the equipment, it also aims to cadence, the actual output the machine is able to
implement a new project that contemplates the operate. In turn, quality is linked to the production
integration between man and machine, considering of conforming items, compared to all the produced
the environmental conditions and the production item (Fernández & Márquez 2012).
condition (Assis, 2010; Fogliatto et al., 2009; Xenos The implementation of a TPM system must
2014). take into account its fundamental pillars (Nakajima
Beside the 5 first pillars, there are other 1988). However, the implementation process is not
three pillars, the result of a more recent approach to uniform. Numerous works of various authors
TPM: Quality Maintenance; Safety, Hygiene and present TPM implementation process in the clothing
Environment; and TPM Office (administrative industrial environment. Chart 1 presents a summary
areas). The Quality Maintenance pillar of some works focused on TPM implementation.
(HinshitsuHozen) intends to operate in the
elimination of losses linked to the equipment’s Chart 1: TPM
quality, i.e., in its assertive performance,
establishing conditions in the equipment that do not
TPM, as discussed above, does not have its 1) and the implementation methodology of Lean Six
implementing steps defined, since it is directed Sigma (Tenera & Pinto 2014). It goes through the
according to the application of its pillars. TPM is following steps: (1) Definition, (2) Measurement,
incorporated into the foundations of lean production (3) Analysis, (4) Improvement and Development,
and Total Quality, so the consolidation of the and (5) Control. Thus, research consolidates TPM
implementation will be achieved taking into with the following steps:
consideration the implementations introduced (Chart

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Figure2: Consolidation of TPM implementation

The first stage concerns the definitions effectiveness, faced with the objectives planned and
inherent to the production process where it will be the initial pre-implementation condition.
implemented, the team responsible for the The third step is the analysis and evaluation
implementation and the definition of the scope of of the initial conditions. At this stage, the impacts of
the TPM Program project. In this first stage, we production losses are evaluated, through the
outline the objectives and the metrics selected for evaluation and discrimination of the OEE of the
evaluating the program results. Key information that equipment and each step of the production process
should be collected to develop TPM are defined and being studied. With this, the priority pillars to be
the implementation strategies of the pillars are developed in the scope of the TPM program are
established. defined. Guided by the eight fundamental pillars, the
The second step is the measurement of key first action plan is drawn up to start the TPM
indicators. At this point, key indicators of implementation process.
maintenance performance are implemented, The fourth step of improvement is the
highlighting the OEE – the primary metric used by implementation process of the program itself. Based
TPM. As observed inChart 1, some authors propose on the pillars and the implementing process studied,
the measurement of the OEE in the laststeps of TPM key points were highlighted: the construction of a
deployment, believing that first program bases must planned maintenance plan, the education program
be developed, and only then continued control and ongoing training and numerous Kaizen being
metrics should be explored. However, most authors performed (5S, autonomous maintenance, SMED,
corroborate the implementation of the indicators in Poka-Yoke, etc.).
the early stages, as well as the process of The program should start with the two
implementing the Lean Six Sigma. The idea of fundamental pillars: the first being the planned
implementing in the early stages makes sense, for it maintenance, which outlines the actions of the
generates instant comparison of program maintenance function, and the second pillar being

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that of education and training, which is the heart of 1960s, began studying components to determine the
the program: participation and creation of an rate of equipment failure in the aircraft industry. We
organizational culture that will subsidize can call it a prelude to the RCM system (Smith &
implementation of TPM, which is an organic system Hawkins 2004).
focused on action and human performance and The RCM maintenance system is defined
continuous evolution. as a process used to determine what should be done
Still in the context of implementation, the to ensure that any physical item is able to continue
Gemba Kaizen are developed and applied. It is performing the functions required by its users in its
known that in any Lean Manufacturing program, the present operating context (Moubray& Network
first step of implementation is the construction of a 1997; Carretero, Pérez, García-Carballeira, et al.
5S program, which lays the foundation for the 2003; Smith & Hinchcliffe 2003).
following steps. Then, the studied implementations Therefore, it is necessary to answer the
point out to the development of the autonomous seven basic questions of an item under review: (1)
maintenance plan, which is closely linked to the What are the functions and performance standards
education and training program; employees need to of the items in their present operating context? (2)
be trained and educated in decision-making and to How do they fail to fulfill their functions? (3) What
perform simple maintenance operations on the are the causes of each functional failure? (4) What
equipment. The following steps are the introduction happens when each failure occurs? (5) What are the
of the SMED, to reduce setup time and increase the consequences of each failure? (6) What can be done
availability of the equipment and of the Poka-Yoke, to predict or prevent each failure? (7) What should
to increase the compliance of the produced items, be done if there is no appropriate preventive
thus reducing scrap rates and rework production task?(Mendes & Ribeiro 2011; Smith & Mobley
rates. 2011).
Finally, the last step is centered on control. RCM is known as “reliable from its
At this stage, indicators and metrics are consolidated design”, an approach based and focused on
and evaluated, as well an internal plan of program reliability. The program aims to achieve security
audit is developed. It is at this point that one of the and reliability inherent to the ability of the
most important actions should be established: the equipment at a minimum cost. The fundamental
process of documentation and registration of the objective of the RCM is to allow the equipment the
implementation that, alongside the continuous opportunity to achieve the highest level of reliability
improvement plan, should periodically be reviewed. consistent with safety, the environment and the
operational goals, favoring profit for the
IV. MAINTENANCE CENTERED ON organization (Manzini et al. 2015).
RELIABILITY This is achieved by addressing the root
Since the end of World War II, the United causes of system failures, reducing them or
States has dominated two points in the industrial predicting its failure modes. The main objective of
development: (1) technological innovation, which RCM is to establish a systematic process of analysis
created needs in the consumer market; and (2) that would allow maintenance tasks of any physical
production volume, due to the consolidation of the item to be defined, aiming to ensure reliability and
North American industry in world markets. In this operational safety at the lowest possible cost. In
sense, since the 1960s, quality management and other words, preserve the system functions, identify
operational efficiency have gained prominence in failure modes, determine the importance of failures
the search for industrial systems, either to increase and select planned maintenance activities that are
the availability of physical assets or to increase the more effective and applicable (Smith & Hinchcliffe
productivity of production lines and cells (Lazzaroni 2003; Igba et al. 2013).
2011). To establish these objectives, the author proposes
The aerospace industry developed the application of seven steps, as illustrated in
significantly during the Cold War, and even in the Figure 2:

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Figure3: Stages of RCM implementation

RCM operates in various dimensions of best practices (Fogliatto et al. 2009). Among the
industrial management, especially regarding cost advantages of using FMEA, the aid in identifying
reduction during the life cycle of the equipment. the parameters to be controlled to reduce or detect
This system acts directly on the study and failures stands out, as well as the help in prioritizing
evaluation of the modes of equipment failure, of the potential failure modes and objective evaluation
capability, i.e., working regularly with minimal of alternatives, and the structure of the
intervention, and in the prediction and study of documentation work to establish a theoretical and
failures regarding reliability. Maintenance seeks to technical framework (Arabian-Hoseynabadi et al.
ensure product quality through efficiency and proper 2010).The FMECA is a variation of the original
equipment operation. To ensure the desired quality, FMEA and takes into consideration the risk analysis
reliability and maintenance engineering have through probability and stochastic scenarios (Yssaad
processes and ways to ensure it, under certain levels et al. 2014). The FMECA is currently called
of reliability, through the perception of the life cycle Military Standard MIL-STD-1629A and had its
stage where each equipment finds itself in beginnings in the automotive industry, during the
(Lazzaroni 2011; Heo et al. 2014). 1970s.The FMECA has a critical analysis phase that
The basic tools used in the RCM with the uses reliability study, leaving the traditional FMEA
context of industrial maintenance are interrelated. with a more quantitative approach (Trafialek &
We start with the initial analysis of the physical Kolanowski 2014; Mkrtchyan et al. 2015).
asset lifecycle. The reliability engineering, the Therefore, the RCM serves as a guideline
human factor, the FMEA application and the related to identify maintenance activities with their
logistical support intend to ensure the desired respective frequencies, supporting the most
quality for the asset. Each area in turn has specific important elements of the environment under
techniques and procedures to act in economic and consideration. This system is not a mathematical
effective maintenance (Alebrant Mendes & Duarte formula, its success is based on a functional analysis
Ribeiro 2014). and the evaluation of particular operating scenarios
The FMEA (Failure Mode and Effects performed by a review team, their efforts allowing
Analysis) is a method for analyzing potential the generation of a flexible maintenance
reliability problems in the development cycle of the management system, adapted to the actual
project, making it easier to take measures to maintenance needs of the organization (Smith et al.,
overcome these issues, thus revaluing the 2003).
reliabilities through design (Ebrahimipour et al. The implementation of a RCM system
2010). It is a technique that aims to: (I) recognize provides implementation steps consolidated by
and evaluate potential failures that may appear in a philosophy. However, the implementation process is
product or process; (II) identify actions that could not uniform. Numerous articles by various authors
eliminate or reduce the chance of occurrence of show the RCM implementation process in industrial
these failures; and (III) document the study and environments.
create a technical reference point of procedures and

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Chart 2: RCM implementation

RCM is a system that has a better-defined four main steps: (1) Definition; (2) Diagnosis and
scope of implementation, despite the variations Analysis; (3) Implementation; and (4) Control and
recorded in Chart 2. The actions were divided into Evaluation.

Figure4: Consolidation of the RCM implementation process

The definition step includes system reliability and allocation of manpowernecessary for
selection and definition of requirements, i.e., we putting into practice the maintenance plan.
define the project scope, the main guidelines and the Finally, the last step, control and
definition of the implementation team. The evaluation, we assess the implementation of the
definition of requirements ranges from the system and the indicators chosen. We also have the
allocation of employees to the investment required development of a continuous improvement plan for
for the implementation of the RCM. reassessing the indicators goals.
The second step is inherent to diagnosis
and analysis. The RCM allows for a consistent focus V. CRITICS TO TPM AND RCM
directed to this macro step. RCM is designed based 5.1. Analysis on TPM
on the diagnoses obtained from information and The main characteristic of a TPM program
operational data collection. The step includes the is being organic, i.e., based on human iteration and
assessment of the critical points, the reliability the continued development of the system, through
analysis, has terms of key indicators such as MTBF, continuous improvement proposed by the lean
MTTR, Reliability, Probability of Failure, Risk idea.Rodrigues et al. (2006) have argued that the
Function and Availability (A). In it, we apply the main reasons for failing to implementa program of
FMEA, which will provide the necessary foundation this nature are directly linked to the performance
for the selection of critical activities and of priority and commitment of those involved in the
equipment during its implementation. implementation and maintenance of the TPM
In the third step, the maintenance plan is program. Nakajima (1988), the father of TPM,
defined and implemented, taking into consideration continuously emphasizes the need for the
the items that require preventive, predictive and/or commitment of all the company’s employees to the
corrective maintenance. Also a part of this is the success of the program. Thus, the Education &
inventory of spare materials, productive Training pillar transposes the importance of others,
rearrangements for redundancy to improve system gaining a structural and decisive connotation

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In this sense, the TPM is people-oriented, not take into account issues related to financial
and not focused on processes, it is a system that aspects, failure rate, probability of failure and
incorporates the fundamental principles of the lean maintainability.
production: involvement of people and focus on
eliminating waste. For this reason, it may oftentimes 5.2. RCM analysis
neglect the processes, the need for technique and RCM is a program that initially, even
observation of how to put into practice what each though it proposes a look into reliability, only
pillar proposes. touches the techniques and quantitative methods
Concerning the planned maintenance pillar, TPM inherent to reliability engineering. From the mid-
stresses the importance of planning, but does not 1990s,it started gaining a more quantitative
delve further into fundamental questions: connotation in terms of analysis and definition of
1. Which equipment should undergo preventive requirements. It is a program targeted and focused in
maintenance? the process and behavior of equipment during its
2. How often should planned interventions occur? law of life.
3. What are the goals of the Planned Maintenance RCM is much more a management system
pillar? than an operational one, for it focuses on the
4. What are the gains when there is no planning? process, is less directed people than the TPM. It has
The answer to these questions goes beyond the a clear strategy of top-down, in which management
borders of TPM itself, and its decision and defines the requirements and procedures to guide
determination is often in the hands of program and implement the operation. It requires specialized
managers, based on their history and knowledge of and skilled labor regarding reliability engineering,
the process itself. The lack of a more robust statistical process control and operations
quantitative framework, in the scope of the program management. The accuracy, rigor within the limits
itself, can lead to decisions that are based on of control, programming, and continued monitoring
empiricism, rather than the methods, more robust come from the industry in whichthe system was
models and techniques for the ascertainment. born:the aerospace industry.
Another point observed is linked to the specialized Since it targets process, employee
continuous improvement pillar (KobetzuKaizen), appreciation, mainly the operational ones, may be
which, in the context of the lean production, means left on a secondary level of importance, which may
that the equipment can be cyclically renewed, negatively affect the successful implementation of
without the continued need for replacement. This RCM. An opportunity of inclusion may occur in the
approach is very coherent, because it focuses on the implementation of the FMEA, one of the
actual need for the acquisition of assets, “do I really fundamental steps of RCM, but the scores and
need this new equipment”, “recovering what I evaluations are usually performed by the managers
already have is not more advantageous than responsible for the area.
purchasing a new one?”. Oftentimes, the more One of the main criticisms of RCM is, thus,
consistent decisions are geared to the recovery and that it is an excellent system to control the
improvement of an asset, which underlies this pillar. maintenance function, but has gaps in the process of
However, as shown in Chapter 2, all equipment improvements geared to the production process.
hasanusefullife that often follows the model of the
Bathtub Curve. VI. Comparative Analysis between TPM and
These principles should take into account that all RCM
equipment has anuseful life, as well as a phase of With the critical analysis, it becomes clear
natural degeneration. The specific improvement that the focus and the center of the two systems
pillar is fundamental for monitoring, and also studied are distinct.Figure 3 summarizes the key
expanding this usefullife. Degeneration, though, is differences between the two classical approaches to
inevitable, and only with the use of quantitative industrial maintenance management.
methods inherent to the failure rate, it is possible to For comparison,we defined some aspects to
measure and evaluate the possibility of exchange, be analyzed about the TPM and the RCM: school,
whereas, obviously, economic aspects and the origin, fundamental focus, implementation strategy,
probability of failure of these assets are taken into team building process, central method of
consideration. application, work approach, system organization,
Regarding performance indicators, the TPM focuses fundamental objective and primary metric.
its assessment on the OEE asa fundamental metric.
It is a complete and relevant indicator, but it does

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Figure5: Comparison between TPM and RCM

6.1. School and Origin The Toyota Production System acts on

Regarding school, it is the industry in which waste elimination and, in its context, the Total
the maintenance management systems were born. It Quality and TPM also addresses this elimination.
is important to contextualize the school to The TPM, sectioned into pillars, seeks failures, its
understand the foundations, objectives and intrinsic causes and continued improvement.
characteristics. The RCM comes from the North-
American industry while TPM has its origin in the 6.2. Fundamental focus
Japanese industry. The Total Productive Maintenance, coming
The North-American industry initially from the concepts and fundamentals of the Toyota
developed along the industrial revolution, based in Production System, has a broad appreciation of the
Fordism, Taylorism and the portfolio changed human role in manufacturing processes. It
brought by General Motors. This is a school that understands that a factory is a living organism, and
values specialization of activities and optimization that the performance of its employees is the key to it
of the production system,using new technologies. being successful or not in achieving its objectives.
These characteristics are present in the development The Fundamental Focus is on people, since waste is
of RCM. basically caused by human decisions and the
More specifically, RCM has its origin in the perpetuation of good practice only occurs with a
aerospace industry, which has as one of its main change in the organizational culture.
characteristics the use of cutting-edge technology Understanding where RCM comes from
and intolerance of failure. From the 1950s and and its commitment to the development of
1960s, this industry, in the context of the aerospace techniques and the adoption of technologies, it is
race during the Cold War, begins to develop consistent that its targets is more focused on
techniques and procedures aimed to mitigate failures processes. The technique is more important than the
and raise the levels of reliability of processes and implementing agent. Human action is part of a
equipment on never before achieved levels. The puzzle, where the actions are well defined by the
reliability engineering is developed with techniques specialization of labor and the determination of what
and mathematical models, leaving the context of the is standard work. The system understands that
war and entering the industry. actions must be rational and, therefore, performed as
On the other hand, the Japanese industry, specified, without deviations. Since man is
with further development in the Post-World War II, susceptible to error, by their innate condition, there
has other peculiarities brought on by the Toyotist is a tendency of constant industrial automation in
model, such as the elimination of waste and environments guided by RCM, a system intolerant
development of human resource. In this theoretical to deviations.
framework, we have the birth of the TPM.

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6.3. Implementation Strategy and team making the equipment to have preventive
building maintenance, while RCM takes into account the risk
The TPM implementation strategy is the and costs associated to decide the most consistent
bottom-up type, building a multidisciplinary team. model is preventive or corrective maintenance; both
In this strategy, we comprehend that the floor-to- are consideredplanned maintenance, even though
factory operators, for experiencingit in their daily they are both corrective.
lives, are better equipped to understand the main
demands and improvements for the sector. It is a 6.5. Fundamental objective and metric
participatory strategy and takes into consideration We would like to emphasize that the basic
the experience of the multidisciplinary team for objectives, although targeting different points,
making decisionsregarding objectives, activities and converge. While the TPM focuses on eliminating
goals to be drawn. waste, especially those that impact on the OEE.
RCM, however, by focusing on the RCM focuses on the elimination of failure, by
process, has its process of building specialized reducing the probability of asset failure, which
teams. The most relevant for the project are those reduces thus the associated risk.
who best understand the process. Thus, this team OEE is the main indicator used in TPM, it isa global
makes decisions that all on lower levels should act mode that assesses the impact of the waste
on, so this is, therefore, a top-down strategy. generated by the maintenance activities. In RCM,
reliability engineering and its indicators are the main
6.4. Application method, work approach and guide for the effectiveness of work in the
system organization maintenance function.
RCM values the use of quantitative
methods and control measures in the decision- VII. CONCLUSION
making process. These tend to be Cartesian, through This article depicts two maintenance
the solutions identified by the methods. The management systems established by the industry
approach to work is so technical and tool oriented, and the literature, TPM and RCM. They come from
with the adoption of tools and techniques in the different and competing schools. While TPM comes
improvement tasks of maintenance management. from Total Quality and the Japanese lean
TPM, on the other hand, by emphasizing production, RCM comes from the USaerospace
the human factor of work, believes that there should industry. Both have been consolidated in literature
be a change in the organizational culture to achieve over the past three decades. However, an analysis
its goals, with a working approach based on its concerning the implementation process of each and
fundamental pillars. The education and training the implementation between them is the contribution
pillar is also cross-cut to all others. Education is of this research.
directly linked to culture, which should be directed We defined matching points between TPM
to its fundamental principles and dogmas. and RCM, surrounding the core objectives and the
TPM is people-oriented, while RCM search for optimizing the maintenance function. We
focuses on the process. While TPM plays more on found that the implementation structure in both
the philosophical field, regarding the generation of cases was guided directly or indirectly by the PDCA
an organizational culture, RCM sets its focus on cycle and the planning phase has a key role in a
technique and support for decision-making tools. successful implementation.
We note that RCM and TPM We also studied the shortcomings of the
implementation process follows the same logic and two maintenance management models. Since they
organized perspective, with the following macro have different guidelines – TPM focuses on
steps: (1) definition of the system, the team and the employees and RCM on process – the gaps appeared
project scope; (2) information collection and naturally. There are many different aspects of the
analysis; (3) implementation; (4) monitoring and models, but some observed are conflicting: the
control focused on data review and continuous divergence in strategy and team building. Having a
improvement. This organization is also compliant top-downimplementation strategy, focused on
with the classical PDCA Cycle and the DMAIC expertise and leadership skills of those chosen to
Cycle models. manage the project, which is the case of RCM. On
The need to plan is treated as a critical the other hand, TPM leans on a qualified and
point in RCM and TPM implementation. While multidisciplinary team, with members of different
RCM translates this as a preventive maintenance hierarchical levels. It uses a bottom-up strategy, as
plan supported by the FMEA developed, TPM uses part of one of the maxims of the lean production,
the planned maintenance pillaras an attack point for which states that “no one knows the process and
lack of planning. TPM is, thus, widely criticized for needs better than the operator himself” .By focusing

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