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 70s 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 Zero defect No trouble in operation Safety

Productive

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

Why TPM?
MARKET CIRCUMSTANCES 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. IN-HOUSE CIRCUMSTANCES 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

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 equipment's 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 organization 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 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

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 Q C D S
PRODUCTIVITY QUALITY COST DELIVERY SAFETY To achieve planned production. To improve product & process quality. To reduce cost To meet delivery targets To maintain safety

MORALE

To improve morale

Points to improve
Throw out the Traditional concepts of manufacturing methods Think of How the new method will work: not how it wont Dont 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 persons knowledge

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 maintenance team to concentrate on value added Technical repairs: The operator responsible for up keep of their equipment to prevent it from deteriorating

7STEPS
1. 2. 3. Initial cleaning Counter measures for the causes of forced deterioration& improve hard to access Preparation of tentative JH standards

4.
5. 6. 7.

General inspection
Autonomous Inspection Standardization 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 sustain availability of machines Optimum maintenance cost Reduces spares inventory Improve reliability and maintainability of machines

11 Steps Approach to Zero Break down

Approach to Zero breakdown
1. Five Phases for concrete actions against breakdown Phase 1 : Change to natural deterioration by eliminating factors of accelerated deterioration. 2. 3. 4. 5. Phase 2 : Extend inherent service life of equipment by corrective maintenance ( Improvements to 6. overcome design limitations) Phase 3 : Research natural deterioration pattern. Study how deterioration increases over time 7. 8. Investigate natural deterioration Set deterioration pattern Classify B/D data ( Including Equipment Ranking) Analysis of present status QC Approach Eliminate forced deterioration Find out root cause & implement countermeasure Identify breakdown recurrence / understand phenomenon Investigate weakness & improve it

Phase 4 : Search which parameter to measure for

deterioration 9. 10. Phase 5 : Implement predictive maintenance 11. Select & evaluate maintenance point & standard Decide PM / TBM / CBM Build best maintenance procedure

4 QUALITY MAINTENANCE
This pillar aimed towards Customer delight through highest quality Defect free manufacturing Eliminating non conformances in a systematic manner Reactive to proactive like (quality control to quality assurance)

Benefits 1. 2. 3. 4. 5. 6. 7. Defect free condition and control of equipments Activity to control quality assurance Focus of prevention of defects at source Focus on POKA-YOKE (fool proof system) In line detection and segregation of defects Effective implementation of operator quality assurance Achieve & sustain customer complaint zero

5 EDUCATION TRAINING
This Pillar Aimed Towards

Developing multi-skill 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. 2. Achieve and sustain zero losses due to lack of knowledge /skills /technique Remove fatigue and make work more enjoyable

3.

Upgrading the operating & maintenance 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. 2. 3. Reduces lead time to new product launch Reduce the losses 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 basis

Benefits Zero accident Zero fires

Zero health damages

Safe working condition Safe work practice

8 OFFICE TPM
This Pillar Aimed Towards To improve productivity

Efficiency in the administrative functions and identify to eliminate losses

Analyzing processes and procedures towards increased office automation

Benefits Inventory reduction Lead time reduction of critical process

Equalizing the work load

Retrieval time reduction (reduce repetitive work) Better utilized work area Reduction 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