Total

Productive
Maintenance
HASBULLAH ASHARI
 Your
Your Trainer
Trainer
• Dr Hasbullah Ashari
• Almost 30 years experience lecturing
in Supply Chain Management,
Operations Management, and
Project Management
• Trainer for procurement negotiation,
Quality Management systems,
Entrepreneurship, Project
Management
• Has provide trainings to private and
public related companies.
• Consultant for Quality Management
System Implementation
• Was with SONY (M) as Quality
Control Engineer

©Operational excellence consulting. All Rights Reserved

 Learning Objectives
1. Learn how to kick-start TPM deployment with Autonomous Maintenance, Planned
Maintenance, Focused Improvement, and Education & Training activities to improve
equipment effectiveness

2. Understand the roles of a TPM implementation organization and the critical success
factors

©Operational excellence consulting. All Rights Reserved

 Course Outline
1. Quick Review of TPM

2. The Eight Pillars of TPM

3. TPM Implementation

4. JIPM TPM Excellence Award

©Operational excellence consulting. All Rights Reserved

 Machine Failures Have Many
Overview of TPM

Hidden Causes
Failure is what we
see but is only the
tip of the iceberg Failure Visible

Contamination

Wear Loosening
Minor machine
defects are
generally unnoticed
Leaks Corrosion Less
but are the cause of
Deformation Flaws
Visible
almost all machine
failures
Cracks Vibration

Improper
Temperature

Backlash

©Operational excellence consulting. All Rights Reserved

 Overview of TPM

What is TPM?
Total Productive Maintenance (TPM) is a method to achieve maximum
equipment effectiveness through employee involvement

Management + Operators + Maintenance

©Operational excellence consulting. All Rights Reserved

 Equipment Loss Analysis & OEE

Eight Major Pillars of TPM

TPM Goals:
Zero Defects, Zero Breakdowns,
Zero Accidents

Safety, Health & Environment

Autonomous Maintenance

Focused Improvement
Planned Maintenance

Education & Training

Quality Maintenance
Early Management

Office TPM
5S & Visual Management

The eight pillars of TPM are mostly focused on proactive and

preventive techniques for improving equipment reliability.

©Operational excellence consulting. All Rights Reserved

Autonomous
Maintenance
 Autonomous Maintenance

What is Autonomous Maintenance?

Autonomous Maintenance is maintenance performed by operators

The first three steps of Autonomous Maintenance

1. Clean and inspect
2. Eliminate problem sources and inaccessible areas
3. Draw up cleaning and lubricating standards

©Operational excellence consulting. All Rights Reserved

 Overview of TPM

TPM is a Paradigm Shift

Operator Maintenance Operator Maintenance

I use I maintain & We maintain

I fix

Old Attitude TPM Attitude

©Operational excellence consulting. All Rights Reserved

 Overview of TPM

TPM Facilitates a Culture Change

Culture

Attitude

The way we think

Behavior

The way we act

Work Systems
& Processes

Waste elimination

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Autonomous Maintenance
Benefits:
Objective: ◦ Gives operators greater “ownership” of their equipment
To place responsibility for
◦ Increases operators’ knowledge of their equipment
routine maintenance
(e.g. cleaning, lubricating, ◦ Ensures equipment is well-cleaned and lubricated
and inspection) ◦ Identifies emergent issues before they become failures
in the hands of operators
◦ Frees maintenance personnel for higher-level tasks

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Autonomous Maintenance
Policy

◦ Uninterrupted operation of equipment

◦ Flexible operators to operate and maintain other equipments

◦ Eliminating the defects at source through active employee participation

◦ Step by step implementation of AM activities

©Operational excellence consulting. All Rights Reserved

©Operational excellence consulting. All Rights Reserved
 Autonomous Maintenance

AM Activities Improve Equipment

Efficiency & Upgrade Operator Skills
Equipm ent-
focused
Detect Equipment Correction &
Abnormalities Restoration
Maintenance
Skills
Maintain Optimum
Cleaning is Equipment
Inspection Conditions

Autonomous TPM/Lean Culture

Traditional Culture
Maintenance
Learn Equipment
Autonomous
Structure &
Management
Function

Operator’s
Standards & Visual
Operator- Inspection
Knowledge Workplace
focused

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Goals of Autonomous Maintenance

Equipment
Restoration &
Proper
Management
Prevent Establish Basic
Equipment Conditions
Deterioration

Goals of
Autonomous
Maintenance

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

3 Key Tools for AM Team Activities

One-Point Activity
Lessons Boards

Meetings

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Example: AM Activity Board

People Activity & Findings Results
Team Team Mission Display actual findings from
Step 1: Initial Cleaning
• Team Name • Mission Initial Cleaning such as trash,
• Members • Objectives Definition unnecessary items, dust and
other contamination
Step 2: Sources of Contamination
Pictures Before After

Line Explain and show Focused

Improvement activities
Layout of Line & Identified for sources of contamination
Important Areas
Tag List Production Maintenance
Safety Hazard One-Point-Lessons

Contamination Tag Movement

Actual Tags
Hard-to-reach

Main Failure

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Four Equipment-related
Skills for Operators
1 Detect
Abnormalities

2 Correct & Restore

Abnormalities

Set Optimum
3 Equipment Conditions

Maintain Optimum
Equipment Conditions

4
©Operational excellence consulting. All Rights Reserved
 Autonomous Maintenance

Approach for AM

Execute and follow Examine and

standards and rules expose problems

Do Check

Plan Act
Prevent recurrence Counter and
through improvement solve problems

Source: Adapted from Society for Maintenance & Reliability Professionals

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Characteristics of AM Programs
Organization-led activities
◦ Supported by company and TPM Promotion Office

Use of audits
◦ Determine full implementation of each step
◦ Provide feedback on strengths and weaknesses
◦ Clarify what needs to be achieved and best way to do it

Use of Activity Boards

Meeting and reports

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

7 Steps of Autonomous Maintenance

1 Clean and Inspect

2 Eliminate Problem Sources & Inaccessible Areas

3 Draw Up Cleaning & Lubricating Standards

4 Conduct General Inspections

5 Conduct Autonomous Inspections

6 Standardize through Visual Workplace Management

7 Implement Autonomous Equipment Management

Source: Autonomous Maintenance for Operators by JIPM

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Step 1 – Clean and inspect

Eliminate all sources of dirt and grime on the machine, lubricate,
tighten bolts, and find and correct problems

Eliminate all dirt and grime on the machine, lubricate and tighten bolts

Find and correct problems

Implement the Activity Board and the 4Ms

Address operators’ questions during education process

Develop countermeasures to misoperations as early as possible

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Step 1 – Clean and Inspect

Things to care while cleaning - oil leakage, loose wires, unfastened bolts and nuts and worn-out
parts

After clean up, problems are categorized and suitably tagged

◦ Blue Tag – repairs can be made by operator
◦ Red Tag – repairs by maintenance staff

Contents of tag is transferred to a tag register

Make note of areas which were inaccessible

Finally close the open parts of the machine and run the machine

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Initial Cleaning is the Foundation of

Autonomous Maintenance

Cleaning is inspection

Inspection is finding problems

Problems demand restoration to original proper conditions and improvement to prevent

recurrence

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

When You Find a Problem, Tag It!

Attach a tag to each problem you expose so

that it won’t be forgotten

Fix problems as soon as possible and

remove the tag

Draw up plans for resolving problems that

can’t be addressed immediately

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Step 2 – Eliminate Problem Sources &

Inaccessible Areas
Correct sources of dirt and grime; prevent spattering and improve
accessibility for cleaning and lubrication. Shorten the time it takes
to clean and lubricate.

Correct sources of dirt and grime

•Prevent spattering

•Improve accessibility for cleaning and lubrication

•Establish time targets for cleaning

•Establish tentative standards

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Step 2 – Eliminate Problem Sources &

Inaccessible Areas
How to develop Step 2
◦ Priority of countermeasures
◦ Types and sources of contamination
◦ Countermeasures to difficult to clean areas
◦ Where-where analysis and why-why analysis
◦ Use corrugated paper and acrylic cover to prevent dispersion
◦ Use hinge doors instead of fastening screws for ease of opening
◦ Keep records of equipment modifications
◦ Review unresolved issues

©Operational excellence consulting. All Rights Reserved

 Step 2 – Key Points to Note
• Make the equipment easier to clean • Make the equipment easier to inspect
• Minimize the spread of dirt, dust and grime • Install inspection windows
• Stop contamination at its source • Tighten loose areas
• Minimize the scattering of cutting oil and debris • Eliminate the need for oil pans
• Speed up the flow of cutting oil to prevent the • Install more oil gauges
accumulation of debris
• Change the locations of the lubrication inlets
• Minimize the area through which cutting oil flows
• Change the lubrication method
• Simplify wiring and piping layouts
• Make it easier to replace parts

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Step 3 – Draw Up Cleaning &

Lubricating Standards
Write standards that will ensure that cleaning, lubricating,
and tightening can be done efficiently.
(Make a schedule for periodic tasks.)

Develop periodic schedule and follow it strictly

Schedule should cover:

Use TWI Job Instruction
◦ Cleaning
Job Breakdown Sheet:
◦ Inspection - Major steps
- Key points
◦ Lubrication
- Reasons for key points
◦ When, what and how

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Step 3 – Draw Up Cleaning &

Lubricating Standards

How to Develop Step 3

◦ Maintain the cleanliness achieved in Step 2
◦ Cumulative improvements
◦ Divide a step into sub-steps

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Step 3 – Draw up cleaning and

lubricating standards

Establish a Lubrication Control System

◦ What is lubrication control?
◦ Preparation by the maintenance department
◦ Identify lubricating points and surfaces
◦ Allocate routine lubrication tasks
◦ Draw lubrication system flowcharts
◦ Set tentative lubrication standards
◦ Remedy defective areas and difficult lubricating areas
◦ Set cleaning and lubrication standards
◦ Thoroughly implement a color lubrication control system

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Example: Establish Cleaning Standard

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Step 3 – Draw Up Cleaning &

Lubricating Standards

Three criteria for adhering to cleaning and lubrication standards

◦ The people doing the cleaning and lubricating understand the vital importance of these
tasks
◦ The equipment is improved to make cleaning and lubrication easier
◦ The time required for cleaning and lubrication is included in the daily schedule

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Step 4 – Conduct General Inspections

Conduct skills training with inspection manuals and use general inspections to
find and correct slight abnormalities in the equipment.

Train operators in skills like pneumatics, electrical, hydraulics, lubricant and

coolant, drives, bolts, nuts and safety

This is necessary to improve the technical skills of operators and to use

inspection manuals correctly

After acquiring the new knowledge, operators should share them with others, e.g.
through one-point lessons

By acquiring the new technical knowledge, operators are now well aware of
machine parts

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Step 4 – Conduct General Inspections

How to develop general inspection

◦ Overall inspection procedures and sub-steps
◦ Preparing inspection education
◦ Conducting overall inspection education
◦ Set tentative inspecting standards
◦ Restore and improve equipment

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Step 4 – Conduct General Inspections

Points to note when developing visual controls:

◦ Is it easy to see what needs to be checked?
◦ Does everyone understand the function and structure of this part of the
equipment?
◦ Is it easy to tell whether the condition being checked is normal or
abnormal? (If not, have concrete criteria for judging been established?)
◦ Is it easy to know what action should be taken if the condition is abnormal?

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

How to Perform Inspection?

Abnormal
Inspect the conditions of each part of Temp Abnormal
Smell
equipment using the human senses of
sight, hearing, smell, and touch to detect
signs of equipment failure

Symptoms of potential problems can

include unusual vibrations, noises,
abnormal smells, abnormal component
heating, or unusual sights, such as
smoke, metal chips, or fluid leakage
Abnormal Leakage
Vibration

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Example: General Inspection

Inspection Stickers

See something wrong? Smell something?

Abnormal hydraulic pump

sound/temperature can mean cavitation,
Source: Adapted from Nippon Denso Feel something wrong? Hear something wrong?
pump failure, etc.
©Operational excellence consulting. All Rights Reserved
 Autonomous Maintenance

Example: Use of Match Marks

Match marks are placed on bolts
and nuts so that operator can easily
detect if bolts have been loosen due
to excessive vibrations

These are being placed on critical

bolts after each bolt had received
their correct torque

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Step 5 – Conduct Autonomous

Inspections
Prepare standard worksheets for autonomous inspections.
Carry out the inspections.

Prepare standard check sheets for autonomous inspections

Define autonomous chart / schedule for each operator

Carry out the inspections

Use new methods of cleaning and lubricating

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Example: Checklist For Autonomous

Inspections
Checklist for Daily Operator PM
 1. Check coolant level through clear Plexiglas
 2. Check heat exchanger fans
(strings should be moving)
 3. Check servo drive fans
(string should be moving)
 4. Check heat exchanger air filter
(change when dark)
 5. Check servo drive air filter
(change when dark)
 6. Check way lube reservoir
(add when low)
 7. Check main motor air filter
(change when dark)
 8. Check main motor cooling fan
(string should move)
 9. Check mist collector motor and air filter
(change when dark)
 10. Check bar feeder hydraulic motor air filter
 11. Check bar feeder hydraulic oil level
(add when low)

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Step 5 – Conduct Autonomous

Inspections
Review the item, method, and time standards for cleaning, inspection and
lubrication
Consult with maintenance department about inspection points, and make
specific and clear job assignments to avoid omissions
Check whether or not the inspection tasks can be done within scheduled
work-hours, and make time-saving improvements if necessary

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Example: AM – Who Does What?

Maintenance Production Maintenance
Activities

Breakdown
ROBUSTNESS IMPROVEMENT X
Maintenance
EFFECTIVE AND APPROPRIATE REPAIRS X

Predictive
TRENDS MEASUREMENT AND CONTROL X
Maintenance
CONDITION BASED SERVICING X
BUILDING OF PROGRAMS X
Preventive
Maintenance
TIME BASED APPLICATIONS X X
CLEANING - REFURBISHING X
LUBRICATION & TIGHTENING X
Routine
Maintenance DAILY INSPECTION X
DAILY EQUIPMENT CARE
©Operational excellence consulting. All Rights Reserved X
 Autonomous Maintenance

Step 5 – Conduct Autonomous

Inspections
Check to see if the inspection skill level can be raised
Make sure autonomous inspection is carried out correctly by all operators
Based on experience, remove parts which have never given any problem or
parts which do not need any inspection from the inspection list permanently

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Step 5 – Conduct Autonomous

Inspections
Include good quality machine parts to avoid defects due to poor AM
Include inspection that is made in preventive maintenance
Reduce frequency of cleanup and inspection based on experience

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Step 6 – Standardize Through

Visual Workplace Management
Standardize and visually manage all work processes. Examples of
standards needed:
◦ Cleaning, lubricating and inspection standards
◦ Shopfloor materials flow standards
◦ Data recording method standards
◦ Tool and die management standards

©Operational excellence consulting. All Rights Reserved

 Step 6 – Standardize Through
Autonomous Maintenance

Visual Workplace Management

5S good housekeeping and workplace organization

Work environment is modified such that there is no difficulty in searching and
getting any item
Every operator consistently follows work instructions
Necessary spares for equipment are planned and procured
Process quality assurance

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Example: Color-coded Lubrication

Container Station

Color-coded lubrication container station

ensures the right lubricant is applied to the
right equipment

Source: Nippon Denso

©Operational excellence consulting. All Rights Reserved
 Autonomous Maintenance

Step 7 – Implement Autonomous

Equipment Management
Develop company policies and objectives
Keep reliable MTBF data, analyze it and use it to improve equipment
Make improvement activities part of everyday practice
PDCA (Plan, Do, Check and Act) cycle is used for Kaizen activities

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Step 7 – Implement Autonomous

Equipment Management

OEE and other TPM targets are achieved by continuous

improvement through Kaizen
◦ Maintaining activity
◦ Improving activity
◦ Passing on activity

©Operational excellence consulting. All Rights Reserved

 Autonomous Maintenance

Key Implementation Points of AM

Proper education and training
◦ Are the operators certified?
◦ Who certifies them?

Development of four equipment-related skills

Establishment of AM schedule for each operator

Autonomous management using activity board and meeting

Identifying and reporting problems

Participation in problem solving and OEE improvement

©Operational excellence consulting. All Rights Reserved

Planned
Maintenance
 Planned Maintenance

Introduction to Planned Maintenance

Goal of Planned Maintenance is to have trouble-free equipment that produce defect-free products

Planned Maintenance achieves and sustains availability of machines at an optimum maintenance

cost, reduces spares inventory, and improves reliability and maintainability of machines

With Planned Maintenance, employees’ efforts evolve from a reactive to a proactive approach and
trained maintenance staff helps train the operators to better maintain their equipment

©Operational excellence consulting. All Rights Reserved

 Planned Maintenance

Difference Between Reliability &

Availability
Availability
◦ An operations parameter
◦ For example, if the equipment is available 85% of the time, we are
producing at 85% of the equipment’s technical limit
◦ Usually equates to the financial performance of the asset
◦ Availability is measured as: Uptime / Total time (Uptime + Downtime)

©Operational excellence consulting. All Rights Reserved

 Planned Maintenance

Difference Between Reliability &

Availability
Reliability
◦ Is a measure of the probability that an item will perform its intended
function for a specified interval under stated conditions
◦ Two commonly used measures of reliability:
◦ Mean Time Between Failure (MTBF), which is defined as: total time in
service / number of failures
◦ Failure Rate (λ), which is defined as: number of failures / total time in
service  Failure rate is inversely proportional to MTBF

©Operational excellence consulting. All Rights Reserved

 Planned Maintenance

How Do You Maintain Your

Equipment?

©Operational excellence consulting. All Rights Reserved

 Planned Maintenance

Planned Maintenance
Objective: To increase equipment reliability and minimize
maintenance cost by reducing breakdowns
and developing efficient maintenance methods

Benefits

◦ Significantly reduces instances of unplanned downtime

◦ Enables most maintenance to be planned for times when equipment is not scheduled
for production

◦ Reduces inventory through better control of wear-prone and failure-prone parts

©Operational excellence consulting. All Rights Reserved

 Planned Maintenance

Planned Maintenance
Policy
◦ Achieve and sustain availability of machines
◦ Optimum maintenance cost
◦ Reduces spares inventory
◦ Improve reliability and maintainability of machines

©Operational excellence consulting. All Rights Reserved

 Planned Maintenance

Planned Maintenance
Targets
◦ Zero equipment failure and break down
◦ Improve reliability and maintainability by 50%
◦ Reduce maintenance cost by 20%
◦ Ensure availability of spares all the time

©Operational excellence consulting. All Rights Reserved

 Planned Maintenance

Basic Maintenance Work are Done by

the Production Department

Maintenance Department

20% - 50%

New Tasks Made Possible Tasks Transferred to Production

 Equipment improvement  Simple maintainability kaizen
 Overhauls  Cleaning
 Training  Inspection
 Maintenance prevention  Lubrication
 Predictive maintenance  Adjustment

©Operational excellence consulting. All Rights Reserved

 Planned Maintenance

Tasks for Maintenance Department

Tasks requiring special skills (beyond the capability of operators)

Overhaul repair in which deterioration is not visible from the outside
Repairs to equipment that is hard to disassemble and reassemble
Tasks requiring special measurements
Tasks posing substantial safety risks, such as working in high places

Source: Adapted from TPM for Workshop Leaders by Kunio Shirose

©Operational excellence consulting. All Rights Reserved

 Planned Maintenance

Planned Maintenance
How to achieve the natural life cycle of individual machine elements
◦ Correct operation
◦ Correct set-up
◦ Cleaning
◦ Lubrication
◦ Retightening
◦ Feedback and repair of minor defects
◦ Quality spare parts

©Operational excellence consulting. All Rights Reserved

 Planned Maintenance

Planned Maintenance:
Main Activities

Improvement of Equipment Improvement of Maintenance Skills

 MTBF  MTTR

 Preventive Maintenance  Specialized maintenance skills

 Corrective Maintenance  Equipment repair skills

 Maintenance Prevention  Inspection and measurement

skills
 Breakdown Maintenance
 Equipment diagnostic skills
 Support for Autonomous
Maintenance  Develop new maintenance
technologies

©Operational excellence consulting. All Rights Reserved

 Planned Maintenance

Terminologies
MTBF (Mean Time Between Failures)
◦ MTBF is a basic measure of reliability for repairable items. It can be described as the number of hours that
pass before a component, assembly, or system fails. It is a commonly-used variable in reliability and
maintainability analyses.

MTTF (Mean Time To Failure)

◦ MTTF is a basic measure of reliability for non-repairable systems. It is the mean time expected until the
first failure of a piece of equipment. MTTF is a statistical value and is meant to be the mean over a long
period of time and large number of units.

©Operational excellence consulting. All Rights Reserved

 Planned Maintenance

Terminologies
MTTR (Mean Time To Repair)
◦ MTTR is the time it takes to repair, restore, or recover the system

Availability
MTTF
Availability = ----------------------
MTTF + MTTR

Do you track and use MTBF, MTTF &

MTTR data?

©Operational excellence consulting. All Rights Reserved

Your best quote that reflects your
approach… “It’s one small step for
man, one giant leap for mankind.”

- NEIL ARMSTRONG
Focused
Improvement
 Focused Improvement

Focused Improvement
Aims at reducing losses in the workplace that affect efficiencies

Make continuous improvements in small steps

Uses a special event approach that focuses on improvements associated with

machines and is linked to the application of TPM

©Operational excellence consulting. All Rights Reserved

 Focused Improvement

Focused Improvement
Primary focus – 6 major losses

Use the Pareto principle (80/20 rule) to tackle the key losses which have a
significant impact on your TPM goals

Use root cause analysis (e.g., 5 Why) to discover the causes of waste, apply tools
to remove waste and measure results

©Operational excellence consulting. All Rights Reserved

 Focused Improvement

Focused Improvement
Objective: To achieve regular, incremental improvements
in equipment operation by small groups of employees working
together proactively so as to continually improve OEE performance

Benefits

◦ Recurring problems are identified and resolved by cross-functional teams

◦ Combines the collective talents of a company to create an engine for continuous

improvement

©Operational excellence consulting. All Rights Reserved

 Focused Improvement

Focused Improvement – Target

Achieve and sustain zero losses - OEE
◦ Unplanned downtimes
◦ Minor stops
◦ Measurement and adjustments
◦ Defects

It also aims to achieve 30% manufacturing cost reduction

©Operational excellence consulting. All Rights Reserved

 Focused Improvement

Focused Improvement – Factors

Affecting Product Quality

Product defect is affected by the 4Ms:

◦ Machines: equipment function and precision
◦ Men (people): level of human skills, behaviors and adherence to standards
◦ Materials: quality of incoming parts or materials
◦ Methods: appropriateness of operating and inspection methods and standards

©Operational excellence consulting. All Rights Reserved

 Focused Improvement

Examples of Focused Improvement

Events
1. Relocating gauges and grease fittings
for easier access

2. Making shields that minimize

contamination

3. Centralizing lubrication points

4. Making debris collection accessible

©Operational excellence consulting. All Rights Reserved

 Focused Improvement

Improving OEE Through Kaizen Event

Set TPM
Targets

Go after the
Report results
targets with
and have them
everyone’s
recognized
help

Analyze
Achieve and breakdowns,
verify targets suggest
improvements

Track and
record
performance

Source: Adapted from TPM Team Guide, Productivity Press Development Team
©Operational excellence consulting. All Rights Reserved
 Focused Improvement

Kaizen Toolbox for TPM Problem Solving

Where-Where analysis Flow charts

Why-Why analysis Check Sheet

Fishbone diagram Graph/Control chart

5W1H Histogram

Pareto chart Scatter Diagram

Brainstorming

© Operational Excellence Consulting. All rights reserved. 76

 Focused Improvement

Quick Changeover: Basic SMED

Principles
Identify internal vs. external changeover tasks

Analyze each task’s real purpose and function

Focus on no/low cost solutions

Aim to eliminate changeover time

©Operational excellence consulting. All Rights Reserved

 Focused Improvement

Quick Changeover – Examples

No/Low Cost Solution: One-Motion Methods
Pear-Shaped Hole Method
Tighten
Here

Attach and
Remove
Here

Wing Nut Method

Cam Method

©Operational excellence consulting. All Rights Reserved

Other TPM Pillars
 Education & Training

Education & Training

Objective: To enhance employees’ skills in TPM methodology
and fill in knowledge gaps necessary to achieve TPM goals

Benefits
◦ Operators develop skills to routinely maintain equipment and identify emerging
problems
◦ Maintenance personnel learn techniques for proactive and preventative maintenance
◦ Managers are trained on TPM principles as well as on employee coaching and
development

©Operational excellence consulting. All Rights Reserved

 Education & Training

Education & Training

The goal of training is to have multi-skilled revitalized employees whose morale
is high and who are eager to come to work and perform all required functions
effectively and independently

Focuses on achieving and sustaining zero losses due to lack of knowledge /

skills / techniques

Ideally, it is to create a factory full of experts

©Operational excellence consulting. All Rights Reserved

 Education & Training

Education & Training

Training schedule for multi-skilling

2 major components
◦ Soft skills training: how to work as teams, diversity training and communication skills
◦ Technical training: e.g. upgrading problem-solving and analytical skills (Focused Improvement) and
equipment-related skills (Planned Maintenance)

Training on use of visual controls and one point lessons

Adopt a continuous learning attitude

Train operators in “know-how” and “know-why”

©Operational excellence consulting. All Rights Reserved

 Education & Training

Education & Training

Policy
◦ Focus on improvement of knowledge, skills and techniques
◦ Creating a training environment for self-learning based on felt needs
◦ Training curriculum / tools /assessment etc. conductive to employee revitalization
◦ Training to remove employee fatigue and make work enjoyable

©Operational excellence consulting. All Rights Reserved

 Education & Training

Example: Skills Matrix Board

Cross-training Matrix
John Mark Sue Jim
Cleaning X X X
Inspection X X X
Lubrication X
Tightening X
Visual Charts X X X X
One-point Lessons X X X
Fuguai Tagging X X X X

Skills Matrix

©Operational excellence consulting. All Rights Reserved

 Early Equipment Management

Early Equipment Management

Objective: To minimize the Life Cycle Cost of equipment
by improving the design of new equipment

Benefits
◦ New equipment reaches planned performance levels much faster due to fewer startup
issues
◦ Maintenance is simpler and more robust due to practical review and employee
involvement prior to installation

©Operational excellence consulting. All Rights Reserved

 Early Equipment Management

MP Design & Early Equipment

Management

One of the goals of TPM is to develop maintenance-free equipment

Preventive maintenance principles are applied during the design process to prevent breakdowns
and defects of newly installed equipment

MP design includes discovering weak points in currently used equipment and giving feedback
data to the design engineers

©Operational excellence consulting. All Rights Reserved

 Early Equipment Management

Perspectives of Equipment Weak

Points

The search for weak points in equipment can be carried out from the following perspectives:
◦ Facilitating Autonomous Maintenance
◦ Increasing Ease of Operation
◦ Improving Quality
◦ Improving Maintainability
◦ Safety

©Operational excellence consulting. All Rights Reserved

 Early Equipment Management

Problems of Poor Equipment Design

Problems in newly installed equipment:

◦ Poor selection of materials at the design state
◦ Errors occurring during fabrication of the equipment
◦ Installation errors

Poor communication between Engineering, Production and Maintenance departments

©Operational excellence consulting. All Rights Reserved

 Early Equipment Management

Benefits of MP & Early Equipment

Management

Reduces the cost of human error and inadequate planning

Reduces the cost of the normal operating life of equipment

Reduces the cost of the early failure period

By documenting the observations and ideas related to equipment, production and maintenance
personnel play an important part in reducing these costs

©Operational excellence consulting. All Rights Reserved

 Quality Maintenance

Quality Maintenance
Objective: To produce high quality products and eliminate/
prevent recurring sources of quality defects

Benefits

◦ Specifically targets quality issues with improvement projects focused on removing root
sources of defects

◦ Reduces number of defects

◦ Reduces cost by catching defects early (it is expensive and unreliable to find defects
through inspection)

©Operational excellence consulting. All Rights Reserved

 Quality Maintenance

Quality Maintenance
Quality rate has a direct correlation with:
◦ Material conditions
◦ Equipment precision
◦ Production methods
◦ Process parameters

©Operational excellence consulting. All Rights Reserved

 Quality Maintenance

Quality Maintenance
Policy
◦ Defect free conditions and control of equipment
◦ QM activities to support quality assurance
◦ Focus of prevention of defects at source
◦ Focus on poka-yoke (mistake proofing)
◦ In-line detection and segregation of defects
◦ Effective implementation of operator quality assurance

©Operational excellence consulting. All Rights Reserved

 Quality Maintenance

Quality Maintenance
Target
◦ Achieve and sustain customer complaints at zero
◦ Reduce in-process defects by 50%
◦ Reduce cost of quality by 50%

©Operational excellence consulting. All Rights Reserved

 Quality Maintenance

Prerequisite for Quality Assurance

Operator’s roles

Materials to be handled by operators

What is proper operation?

Learn quality control methods

©Operational excellence consulting. All Rights Reserved

 Office TPM

Office TPM
Objective: To enable administrative staff to understand
and apply TPM methodology to improve
productivity and quality

Benefits

◦ Extends TPM benefits beyond the plant floor by addressing waste in administrative
functions

◦ Supports production through improved administrative operations (e.g. order

processing, procurement, and scheduling)

©Operational excellence consulting. All Rights Reserved

 Office TPM

Office TPM
Office TPM should be started after activating four other pillars of TPM (AM, FI, PM, T&E)

Office TPM must be followed to improve productivity, efficiency in the administrative functions and
identify and eliminate losses

This includes analyzing processes and procedures towards increased office automation

©Operational excellence consulting. All Rights Reserved

 Office TPM

How to Start Office TPM ?

Lead by a senior person from one of the supporting departments

◦ Providing awareness about office TPM to all support departments

◦ Helping them to identify P, Q, C, D, S, M in each function in relation to plant performance

◦ Identify the scope for improvement in each function

◦ Collect relevant data

◦ Help them to solve problems in their circles

◦ Make up an activity board where progress is monitored on both sides - results and actions along with Kaizens

◦ Fan out to cover all employees and circles in all functions

©Operational excellence consulting. All Rights Reserved

 Office TPM

Focused Improvement Topics for

Office TPM

Inventory reduction

Lead time reduction of critical processes

Motion and space losses

Retrieval time reduction

Equalizing the work load

Improving the office efficiency by eliminating the time loss on retrieval of information, by achieving
zero breakdown of office equipment, e.g. photocopiers

©Operational excellence consulting. All Rights Reserved

 Safety, Health & Environment

Safety, Health & Environment

Objective: To maintain a safe and healthy working environment

Benefits

◦ Eliminates potential health and safety risks,

resulting in a safer workplace

◦ Specifically targets the goal of an accident-free

workplace

©Operational excellence consulting. All Rights Reserved

 Safety, Health & Environment

Safety, Health & Environment

Focus is to create a safe workplace that is not damaged by our processes or procedures

This pillar supports the other pillars

Create awareness through various competitions such as safety slogans, quiz, posters, etc.

Alignment to ISO 14001 and ISO 45001 standards

©Operational excellence consulting. All Rights Reserved

 Safety, Health & Environment

Safety, Health & Environment

100% Typical causes for
accidents in production
Unintentional unsafe acts
75% 68%
are the leading cause of
accidents in most work
places in industry.

50%

24% Properly establishing

25% standardized work and
following standardized
5% 2% work can prevent injuries.
Unsafe Unsafe 3rd Party Other
Acts Conditions Related

©Operational excellence consulting. All Rights Reserved

 Safety, Health & Environment

Steps for Safety, Health &

Environment

Step 1: Collaboration with Other Pillars

◦ Pillar 1 “Focused Improvement”:
◦ Identify and solve any ergonomic problems to the operators
◦ Alignment with ISO 14001 and ISO 45001 standards
◦ Pillar 2 “Autonomous Maintenance”: Zero dangerous objects and clean work place

Step 2: Accident/Danger Zone Map

◦ Identify and visualize dangerous area and generate countermeasures

Step 3: Routine Safety Patrol by Plant Manager

©Operational excellence consulting. All Rights Reserved

TPM
Implementation
 TPM Implementation

TPM Implementation Master Plan

Define a 3-5 year TPM Master Plan Suggested focus for first 3 years:

• Autonomous Maintenance
More detailed plan for the first 3 years
• Planned Maintenance
3 major deployment phases:
• Focused Improvement
◦ Preparation
• Education & Training
◦ Implementation

◦ Expansion

© Operational Excellence Consulting. All rights reserved. 104

 TPM Implementation

Example of TPM Implementation

Structure
TPM
Responsible
(Plant Manager)

TPM Promotion
Office

Autonomous Planned Focused Education &

Maintenance Maintenance Improvement Training

Early
Quality Safety, Health & Office
Equipment
Maintenance Environment TPM
Management

©Operational excellence consulting. All Rights Reserved

 TPM Implementation: 3 Requirements TPM Implementation

for Fundamental Improvement

Increasing motivation: changing peoples attitudes

Increasing competency and people’s skills

Improving the work environment, so that it supports the establishment of a program for
implementing TPM

©Operational excellence consulting. All Rights Reserved

 TPM Implementation

The JIPM TPM Implementation Model 12 Steps of TPM Implementation

1 Establishing a Company-wide TPM Policy

2 Forming a TPM Committee

3 Conducting a Preliminary Education and Training

4 Setting a TPM Plan

5 Launching Autonomous Maintenance Activities

6 Launching Planned Maintenance Activities

7 Introducing Quality Maintenance Activities

8 Introducing Focused Improvement Activities

9 Introducing Education and Training Activities

10 Establishing TPM Administration Systems

11 Developing Safety, Health and Environmental Activities

12 Implementing TPM Activity Indicators & Evaluating Their Effectiveness

Source: Adapted from JIPM

©Operational excellence consulting. All Rights Reserved
 TPM Implementation

1. Establishing a Company-wide TPM

Policy
Define and communicate the TPM policy and
objectives to all employees

Obtain commitment and support from top

management

Develop a plan to integrate TPM with the

company's business strategy

©Operational excellence consulting. All Rights Reserved

 TPM Implementation

2. Forming a TPM committee

Form a cross-functional TPM committee
to plan, coordinate, and monitor TPM
activities

Assign responsibilities for TPM

implementation to committee members

Develop a communication plan to

ensure TPM activities are understood
and supported throughout the
organization

©Operational excellence consulting. All Rights Reserved

 TPM Implementation

3. Conducting a Preliminary
Education and Training
Provide education and training to
employees to develop a common
understanding of TPM concepts and
terminology

Develop a training plan for TPM

implementation team members and other
employees

©Operational excellence consulting. All Rights Reserved

 TPM Implementation

4. Setting a TPM Plan

Develop a detailed plan for TPM
implementation, including timelines
and milestones

Identify key performance indicators

(KPIs) to measure the effectiveness of
TPM activities

Obtain agreement from stakeholders on

the TPM plan

©Operational excellence consulting. All Rights Reserved

 TPM Implementation

5. Launching Autonomous
Maintenance Activities
Empower operators to take responsibility for
cleaning, inspection, and basic
maintenance of equipment

Train operators on equipment care and

maintenance

Establish procedures for operators to report

and escalate equipment issues

©Operational excellence consulting. All Rights Reserved

 TPM Implementation

6. Launching Planned Maintenance

Activities
Develop a planned maintenance program
to supplement autonomous maintenance

Establish a maintenance schedule and

procedures

Implement a spare parts management

system

©Operational excellence consulting. All Rights Reserved

 TPM Implementation

7. Introducing Quality Maintenance

Activities
Develop a quality maintenance program
to improve equipment performance and
reduce defects

Establish quality standards for equipment

performance

Implement measures to prevent defects

from occurring and detect them early if
they do occur

©Operational excellence consulting. All Rights Reserved

 TPM Implementation

8. Introducing Focused Improvement

Activities
Develop a focused improvement
program to identify and eliminate
equipment-related losses

Train employees on problem-solving

techniques

Establish a system for tracking

improvement projects and results

©Operational excellence consulting. All Rights Reserved

 TPM Implementation

9. Introducing Education and Training

Activities
Develop a training program to enhance
employee skills and knowledge related to
TPM

Provide education and training on topics

such as equipment maintenance, quality
improvement, and problem-solving
techniques

Use on-the-job training and cross-

functional teams to reinforce learning

©Operational excellence consulting. All Rights Reserved

 TPM Implementation

10. Establishing TPM Administration

Systems
Establish systems and procedures for TPM
data collection, analysis, and reporting

Develop a system for maintaining and

analyzing equipment history

Establish procedures for equipment

modification and replacement

©Operational excellence consulting. All Rights Reserved

 TPM Implementation

11. Developing Safety, Health and

Environmental Activities
Integrate safety, health, and
environmental considerations into TPM
activities

Develop procedures for safe equipment

operation and maintenance

Implement measures to minimize

environmental impacts

©Operational excellence consulting. All Rights Reserved

 TPM Implementation

12. Implementing TPM Activity Indicators

and Evaluating Their Effectiveness
Develop KPIs to measure the
effectiveness of TPM activities

Establish procedures for collecting and

analyzing data on KPIs

Review and evaluate the effectiveness of

TPM activities and adjust the TPM plan as
needed based on the results

©Operational excellence consulting. All Rights Reserved

 Sustaining TPM

How to Sustain TPM

Engaging employees

Aim for early success

Providing active leadership

TPM audits

Share success stories

Rewards and recognition

Evolving the TPM initiative over time and

integration with Lean

©Operational excellence consulting. All Rights Reserved

 Critical Success Factors

Critical Success Factors

Leadership commitment and support

Employee involvement

Comprehensive training and education

Standardizing processes, procedures, and

equipment

Continuous improvement

Data collection and analysis

Measure and improve OEE

©Operational excellence consulting. All Rights Reserved

Appendix- Key
Tools for TPM
 Key TPM Tools

TPM Tools

 Small group activities

 Suggestion system

 Fuguai tagging

 One point lessons

 Activity board

© Operational Excellence Consulting. All rights reserved. 123

 Key TPM Tools

Small Group Activities (SGAs)

 Informal, voluntary small groups

to carry out specific tasks, e.g.
Kaizen circles, etc.

 For employees at all levels to

make incremental improvements

 Use of tools and techniques –

PDCA, 5W & 1H, Pareto chart,
root cause analysis, etc.

© Operational Excellence Consulting. All rights reserved. 124

 Key TPM Tools

Small Group Activities: Problem-solving Process

Define the
Problem D
B
A E
C F

Collect & Identify the Implement

AnalyzeData Root Causes Countermeasures

Evaluate &
Follow Up

© Operational Excellence Consulting. All rights reserved. 125

125
 Key TPM Tools

Quantity of Ideas

“The only way to have a

good idea is to have a lot
of ideas.”
~ Winston Churchill

© Operational Excellence Consulting. All rights reserved. 126

126
 Key TPM Tools

Goals of a Suggestion System

Effects Tangible & Intangible Results

3

Improvement of Performance
Development
on the Job
2 of Skills

Development & Activation of the

Participation Organizational Structure
1

Source: Adapted from Kaizen Teian 1 - Developing Systems for Continuous Improvement Through Employee Suggestions

© Operational Excellence Consulting. All rights reserved. 127

127
 Key TPM Tools

Suggestions to Improve Sales & Reduce Costs

Improving service
Improving image
Striving for
Diversification of
pleasant working
products and
environment
services
Sales
Intangible results

Continuous Creating
Improvement Profit

Tangible results

Cost
Safety
Eliminating overwork, Increased efficiency
waste and of production
inconsistency Elimination of poor
quality

Source: Adapted from Kaizen Teian 1 - Developing Systems for Continuous Improvement Through Employee Suggestions

© Operational Excellence Consulting. All rights reserved. 128

128
 Key TPM Tools

Suggestion System

 One of the cornerstones of Small

Group Activities

 Suggestions are job-oriented and

implemented by the employee

 A key measure of morale – number of

suggestions per employee

© Operational Excellence Consulting. All rights reserved. 129

 Key TPM Tools

Fuguai Tagging (F-Tag)

 Fuguai Tags are attached to equipment

where problems are discovered

 2 categories of Fuguai Tags:

• Blue Tag – repairs by operator

• Red Tag – repairs by maintenance staff

 Fuguai Register

• A log for all Fuguai’s issued and resolved

© Operational Excellence Consulting. All rights reserved. 130

 Key TPM Tools

Fuguai Tagging

Afterwards –
During initial cleaning Everyday process

Tag is removed only after the

repair is made

© Operational Excellence Consulting. All rights reserved. 131

131
 Key TPM Tools

Monitoring Tags

Tags Issued

Tags Restored

© Operational Excellence Consulting. All rights reserved. 132

 Key TPM Tools

Key Points for Removing Problem Tags

1. Whenever possible, people who discover and tag equipment

problems should be the people who fix them

2. Approach the problem with a future state in mind

3. Fix the slightest defect out of principle

4. Read the operating manual at least five times to make sure you
understand it thoroughly

© Operational Excellence Consulting. All rights reserved. 133

 Key TPM Tools

What is One-Point Lesson?

 One-point lesson is a 5-10 min self-study lesson drawn up by team

members

 Lesson covers a single aspect of equipment or machine structure,

functioning, cleaning, lubrication, inspection or tightening method

 Is a highly effective tool because it is short and focused on a topic

© Operational Excellence Consulting. All rights reserved. 134

 Key TPM Tools

3 Purposes of One-Point Lesson

1. To help sharpen equipment-related knowledge and skills and

communicate information about specific problems and
improvement

2. To share important information easily when it is needed

3. To improve the performance of the entire team

© Operational Excellence Consulting. All rights reserved. 135

 Key TPM Tools

Philosophy of One-Point Lesson

1. Develop and research lessons yourselves

2. Make up your own lesson sheets

3. Explain them to all team members

4. Discuss them openly on the shop floor

5. Improve them

© Operational Excellence Consulting. All rights reserved. 136

 Key TPM Tools

One-Point Lessons as a Cascading Training Tool

Team members are responsible for

training each other

Teaching promotes effective

leadership and accountability

One-point lessons – a teaching tool

that is short and to the point

Follow up to see what has been

taught is practiced

© Operational Excellence Consulting. All rights reserved. 137

137
 Key TPM Tools

Types of One-Point Lessons

1. Basic Knowledge 2. Examples of 3. Examples of

Lesson Problems Improvement
• Training tool designed to • Based on problems that • To ensure that successful
fill in knowledge gaps have already occurred, improvement ideas are
these lessons are used widely, these
• To ensure team members designed to communicate lessons present what
have consistent knowledge or skills to help needs to be done to
knowledge they need for operators prevent similar prevent or correct
daily production and TPM problems from happening equipment abnormalities
activities in the future
• Lessons are focused on • It describes the
equipment subsystems, approaches, actions, and
safety points, or basic results of specific
operating information improvement projects

© Operational Excellence Consulting. All rights reserved. 138

138
 Key TPM Tools

Example: One-Point Lesson

One-Point Lesson is a tool with

the following characteristics:
 One sheet…
 To share the results of
autonomous study…
 For 5-10 minutes

Contents can be knowledge and

skills of:
 Equipment
 Safety
 Operation process
 Task

© Operational Excellence Consulting. All rights reserved. 139

139
© Operational Excellence Consulting. All rights reserved. 140
140
 Key TPM Tools

Example: One-Point Lesson

Source: DIYLean.com

© Operational Excellence Consulting. All rights reserved. 141

141
© Operational Excellence Consulting. All rights reserved. 142
142
 Key TPM Tools

Guidelines for Developing One-Point Lessons

1. Each lesson contains only a single theme to be learned

2. Each lesson should fit onto one page

3. Focus of lesson:

• Basic skill

• Equipment problem to be aware of

• Equipment improvement that has been made

© Operational Excellence Consulting. All rights reserved. 143

 Key TPM Tools

Guidelines for Developing One-Point Lessons

4. A lesson should contain more visual information than text

5. Text should be straight-forward, easy to understand, and go straight to the point

6. A lesson can begin by explaining the need for this knowledge, which may include what, why,
when, how or cautions

© Operational Excellence Consulting. All rights reserved. 144

 Key TPM Tools

Guidelines for Developing One-Point Lessons

7. Once lessons are generated, they are distributed to their intended audience

8. Those who have already learned them teach lessons to new people

9. Once the lesson has been learned by its entire intended audience, it is retained in the
appropriate document location

© Operational Excellence Consulting. All rights reserved. 145

 Key TPM Tools

Activity Board

 Activity board is a visual tool to guide teams to action

 Basic elements of problem solving:

• What are we going to do? (Theme)

• Why are we going to do it? (Vision)

• How far are we going to go? (Targets)

• How are we going to do it? (Method)

• What is the sequence and timing of actions? (Schedule)

• Who does what? ( Roles)

• What results do we expect? (Assessment)

© Operational Excellence Consulting. All rights reserved. 146

 Key TPM Tools

Example: 5S Activity Board

Board is filled by hand. Checklists (beside board) are also made manually.

© Operational Excellence Consulting. All rights reserved. 147

147
 Key TPM Tools

Activity Board
People TPM Progress Line-2
The team The Chart Results
Objectives: 0
Breakdowns/month

Action Plan Process failures/month

The Layout
The Schedule Methodology

The achievements
The Master Plan
Involvement Competencies
OEE

F.A.

Updated on XX/XX by NB

© Operational Excellence Consulting. All rights reserved. 148

148
 Key TPM Tools

Components of an Activity Board

1. Team organization and company’s vision

2. Ongoing results

3. The theme

4. Current situation and causes

5. Actions to address the causes

6. Log of targets achieved, remaining problems and actions planned

to resolved them

© Operational Excellence Consulting. All rights reserved. 149

 Key TPM Tools

Activity Board & Daily Standup Meetings

Agenda
• Yesterday’s issues
• Lessons learned
• Manpower status
• Update from top management
• Lean/TPM activities
• Today’s target & actions

© Operational Excellence Consulting. All rights reserved. 150

150