Total Productive Maintenance (TPM) is a maintenance

program concept.Philosophically,TPM resembles

Total Quality Management (TQM) in several aspects, such as

(1)total commitment to the program by upper level

management is required,

(2) employees must be empowered to initiate

corrective action, and

3) a long range outlook must be accepted as TPM

may take a year or more to implement and is an on-going

process.
Changes in employee mind-set toward their
job responsibilities must take place as well.
 History of TPM
• TPM evolved from TQM, which evolved as a direct result
of Dr. W. Edwards Deming's influence on Japanese industry.
• Dr. Deming began his work in Japan shortly after
World War II. As a statistician.
• Dr. Deming initially began to show the Japanese how to
use statistical analysis in manufacturing and how to use the
resulting data to control quality during manufacturing.

• The initial statistical procedures and the resulting quality

control concepts fueled by the Japanese work ethic soon
became a way of life for Japanese industry.

•This new manufacturing concept eventually became knows

as Total Quality Management or TQM.
 Background of TPM

• Main manufacturing excellence approach of Toyota and

other excellent Japanese companies since the 70’s

•TPM is the foundation for JIT FA Poke Yoke, Lean

Manufacturing & Zero Defects

• Comes from the best of Japanese Industrial Excellence

and evolved from the heat of the continuing Energy Crisis

and Globalization Challenges to achieve more with Less

 What For TPM?
•TPM brings maintenance into focus as a necessary
and vitally important part of the business.

•It is no longer regarded as a non-profit activity.

• Down time for maintenance is scheduled as a part

of the manufacturing day and, in some cases, as an
integral part of the manufacturing process.

•It is no longer simply squeezed in

whenever there is a break in material flow.

•The goal is to hold emergency and

unscheduled maintenance to a minimum.
 What is TPM?

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?
• 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.
 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
 What is OEE?

Overall Equipment Efficiency

OEE = A x P x Q

A= Availability
P= Performance
Q= Quality
 How to Calculate OEE?
Availability = Standard time – downtime

Standard time

Components Produced
Performance =
Components supposed to be Produced

Total Acceptable Components

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

CRISIS FOR THE COMPANY

 Need for a system which focus on:
 Cost reduction through loss control
 Market share expansion /customer satisfaction
 INCREASED PROFITABILITY
 Skill up-gradation
 Reduced distribution cost
 Reduced equipment failure
 Employees involvement

May decide to adopt TPM

To improve equipments operating efficiency and reliability

Thereby achieve cost reduction. Market share expansion.

Skill development. Zero loss, add profits

High productivity full employee involvement & dynamic
team
 Effectiveness of TPM

RESULTS EXPECTED ESSENTIAL REQUIREMENTS

• Productivity enhancement
• Employee Involvement
• Cost Reduction
• Top management Commitment
• Delivery period shortening
• Management Tools
• Sales Expansion
 Process
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.
 16 major Losses
1. Equipment failure loss
2. Set up & adjustment loss
3. Cutting tool and jig change loss
4. Start up loss
EQUIPMENT 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 MAN LOSS
12. Logistics loss
13. Measurement and adjustment loss
14. Energy Loss
15. Die, Tool and Jig loss MATERIAL& ENERGY LOSS

16. Yield loss

 7 Types of Waste

1. Over Production waste

2. Inventory waste

3. Conveyance waste

4. Defect production waste

5. Idle time waste

6. Process related waste

7. Operation related waste

 Set PQCDSM target in all areas
P PRODUCTIVITY To achieve planned production.

Q QUALITY To improve product & process quality.

C COST To reduce cost

D DELIVERY To meet delivery targets

S SAFETY To maintain safety

M MORALE To improve morale

PQCDSM To be calculated & improved by using PDCA cycle.

 SDCA- PDCA Cycle
DO CHECK
Improvement Improvement D C Improvement
results
Activities PLAN
ACT
Improvement P A standardize
to results or
plan for next
improvement
Focus cycle
on Initiate improvement Standardization
Vital
few

ACT
Know the
TO Improve the A S STANDARD
Routine standards or its use
DO
work CHECK the work C D the work
against the standard according to
the standard
 POINTS TO IMPROVE
•Throw out the Traditional concepts of manufacturing methods

•Think of How the new method will work: not how it wont

•Don’t accept excuses

•Correct Mistakes the moment they are found

•Problems give you the chance to use your Brain

•Ask WHY five times

•Ten persons ideas are better than one person’s knowledge

 A - Type B - Type C - Type

Problem Problem
Problem

Action : This stage No Action : This stage

Action taken this stage

Problem Resolved
Problem Resolved Problem Resolved
No chances of reoccurrence
chances of reoccurrence without any action
chances of reoccurrence

Tool to be used : Y Y analysis Tool to be used : PM analysis Tool to be used : E & T

7 QC Tools

1) Check sheet

2) Pareto diagram

3) Cause & effect Diagram

4) Graph & control charts

5) Histogram

6) Stratification

7) Scatter diagram
5S

JH

PM

QM

E&T

DM

SHE

OTPM
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

7STEPS
FROM DETERIORATING

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
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
11 Steps Approach to Zero Break down
Approach to Zero breakdown
1. Classify B/D data ( Including
Five Phases for concrete actions against breakdown
Equipment Ranking)
2. Analysis of present status QC
Phase 1 : Change to natural deterioration by
Approach
eliminating
3. Eliminate forced deterioration
factors of accelerated deterioration.
4. Find out root cause & implement
countermeasure
Phase 2 : Extend inherent service life of 5. Identify breakdown recurrence /
equipment by corrective maintenance understand phenomenon
( Improvements to overcome design 6. Investigate weakness & improve it

limitations)
Phase 3 : Research natural deterioration pattern. 7. Investigate natural deterioration
8. Set deterioration pattern
Study how deterioration increases over
time
9. Select & evaluate maintenance point &
Phase 4 : Search which parameter to measure
standard
for deterioration
10. Decide PM / TBM / CBM
11. Build best maintenance procedure
Phase 5 : Implement predictive maintenance
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
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

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
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

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

 Practice TPM to Attain our Goals

 INCREASE IN ASSET UTILIZATION AND EQUIPMENT OEE

FOSTER PRODUCTION EQUIPMENT OWNERSHIP

EQUIPMENT BREAK DOWN PREVENTION (PLANNED MAINTENANCE

THROUGH CM TBM &CBM

DEFECT PREVENTION (QM PROCESS & POKA YOKE)

EVOLVING IN TO SELF DIRECTED WORK TEAMS (SDWTS )& Lean Manufacturing