Tot

alPr
oduct
iveMai
ntenance(
TPM)

 Whati
sTPM?

Themai nt
enancet eam can’
tbeev erywhereatonce,bidingthei
rti
meunt i
lsomet hi
ngbr eaksdown.Which
rai
sest hequestion: Whoisreall
yresponsibl
eforspotti
ngt hosesmallf
ixesandi mprovementsthatmake
yourfacili
tyrunbetter?Theshortansweri sever
ybody.
Thisi
deat hateveryoneshouldhaveahandi nmai nt
enancei scall
edtot
al producti
vemai nt
enanceorTPM.
TPM focusesont hei deat
hatgetti
ngt heenti
reworkforceinvol
vedinmaintainingequi
pmentand
emphasi zi
ngpr oactiveandpreventi
vemai nt
enancewi l
leventual
lyl
eadtof ewerbreakdowns, asaf
er
workplace, andbetterover
allperf
ormance.

 Whoshoul
dpar
ti
cipat
e?

Underthetot
alpr
oducti
vemai
ntenancephilosophy
,ev
ery
onef
rom t
op-
lev
elmanagementt
oequi
pment
oper
atorsshoul
dpart
ici
pat
einmaintenance.

Buthow?Eachmemberofanor
gani
zat
ioncancont
ri
but
eint
hei
rownway:
-

 Topmanagement&r
eli
abi
l
ityengi
neer
s

Managementshouldbeinv
olvedinTPM bypromot
ingitasacorpor
atepol
i
cy.Reli
abi
l
ityengi
neer
sal
so
needtobeinvol
ved,ast
heycaninterpr
ett
hemaint
enancedatastor
edinanorgani
zat
ion’
sCMMSi norder
tofi
ndrel
evantmetri
csandgeneratebusi
nessi
nsi
ghts.

 Oper
ator
s

Operatorsar
et heownersofafacil
i
ty’
sasset
s,meaningtheyneedtotakeresponsibi
li
tyfortheday-t
o-day
maintenanceofthei
rmachines.Thisi
ncl
udesthecleani
ngandregul
arlubricat
ionnecessaryforequi
pment
heal
th.Operatorsar
ealsoexpectedtofi
ndearl
ysignsofequi
pmentdet er
iorat
ionandreportthem,aswell
asdetermineway st
oimproveequipmentoperat
ion.

 Mai
ntenancemanager
sandt
echni
cians

Mai nt
enancemanager sandtechnici
ansareexpectedtot
rai
nandsupportoper
ator
st omeett hei
rgoals
andper f
orm mor eadvancedprevent
ivemaint
enanceacti
vi
ti
es.Theyareal
soexpect
edt otake
responsibi
l
ityforimprovementacti
vi
ti
esthatwil
limpactt
hekeyperfor
manceindi
cators(KPIs)setoutby
rel
iabi
li
tyengineers.

 Adv
ant
agesofTPM

Whenev er
yoneinaf
acil
i
t yi
sthi
nki
ngaboutandcont
ri
butingt
omaintenance,
manyaspect
soft
hef
aci
l
ity
wi
llchangefort
hebet
ter.Teamsempl
oyingaTPM str
ategyoft
enexperi
encethef
oll
owi
ng:-

 Fewerbr
eakdowns

Whenmachi neoperat
orskeepaney eoutforchangeswit
ht heirequipment,bigi
ssuesar
emoreli
kel
ytobe
spott
edear l
y,bef
oreabreakdownoccurs.Thisl
etsthemaintenancet eam getontopoft
hei
rPM
maintenanceschedul
e,r
atherthanal
way sreact
ingt
oemer gencybr eakdowns.

1|
Page
  Saf
erwor
kpl
ace

Technici
ansaremuchmoreli
kelytotakeriskswhenrushi
ngt ofi
xabreakdown, sofewerbr
eakdowns
generall
ymeanasaferwor
kpl
ace.Ont opofthat
,wheneveryonekeepsmaintenanceinmind,pr
oblemscan
bespot t
edanddeal
twit
hwellbeforetheybecomepot ent
ial
l
ydangeroussit
uations.

 Bet
terov
eral
lper
for
mance

Ifeveryoneinafaci
li
tyi
skeepinganeyeonmai nt
enance,
smallf
ixeswil
lstopgoingundet ected,whi
ch
helpsyoumov eawayfr
om react
ivemaint
enanceandgetbackl
ogundercontrol.I
ttakesthepr essur
eof
smal l
jobsoffthemaint
enanceteam sotheycanconcent
rat
eont hebi
ggerjobs,whichincreasesthe
overallper
formanceofyourfaci
l
ity
.

 Under
standi
ngt
hef
oundat
ionofTPM

TPM isbuil
tona“ 5S”foundat
ion,
witheightpil
l
arssupport
ingi
t.Thebeginni
ngofaTPM pr ogr
am wi
ll
focusonestabli
shingthe5Sfoundat
ionanddev el
opinganautonomousmai ntenanceplan.Thi
sfr
eesup
themaintenancestafft
obeginlar
gerproject
sandper f
orm moreplannedmaintenance.

 TheEi
ghtPi
ll
arsofTPM

Theeightpi
l
lar
sofTPM ar
emost
lyf
ocusedonpr
oact
iveandpr
event
ati
vet
echni
quesf
ori
mpr
ovi
ng
equi
pmentreli
abi
l
ity
.

 Aut
onomousMai
ntenance
Aut
onomousMai nt
enanceact
ivi
tyisdonebytheoper
ator
sandi
tcr
eat
esaownershipwi
ththemachi
ne.
Theoper
atoroft
hemachineisresponsi
blef
ordail
ycl
eani
ngandmi
normai
ntenanceact
ivi
ti
es.
Ski
l
llevel
sofworker
sincr
easeastheyunder
standt
hegener
alwor
kingofequi
pmentt
husachi
evi
ngt
he
mult
i-
skil
l
ingobj
ecti
veofaleanor
ganiz
ati
on
Capit
ali
nvest
ment sreducebecauset
heorgani
zati
onhasr el
i
ableequi
pment.Thel
if
espanofmachi
nes
i
ncreaseasdeter
iorat
ionofmachinei
scheckedthroughconstantmoni
tor
ingandmaint
enance.

2|
Page
  Pl
annedMai
ntenance
Plannedmaintenance/Prev
enti
veMaint
enancehappensbef
orethemachinebreaksdown.Thi
sispl
anned
consider
ingvari
ousfact
orsli
kethemachi
nefai
lur
erate,
ageofthemachine,et
c.
Product
ionfuncti
onsshoul
dbui
l
dupsomeinventorytoall
owforthepl
annedmai
ntenancet
obecar
ri
edout
astheyhavepriori
nfor
mati
onofwhent
heseacti
vit
iesareschedul
ed.
 Qual
i
tyMai
ntenance
Thi
sTPM pill
araddressesimprov
esqual it
ybyensuri
ngequipmentisablet
odetectandprev
enterr
ors
dur
ingproducti
on.Bydetecti
ngerrorsduri
ngproduct
ion,
processesbecomerel
iabl
etoproducetheri
ght
componentsinthefi
rstti
meandt hisreducest
heCostofPoorQual i
ty(COPQ)
.
 FocusedI
mpr
ovement
s(Kai
zen)
Kai
zeni
sacont i
nuousimpr
ovementprocessthathel
psorgani
zati
onstoi
mpr
ove qual
i
tyandpr
oduct
ivi
ty
byi
dent
if
ying,
analyzi
ngandel
imi
nati
ngNon- ValueAddi
ngacti
vit
ies.
Toavoidt
helossofequi
pment,
tal
ent,
rawmater
ials,
andener
gy,t
hewhol
eteam mustshar
ethi
svi
sion.
Theteam mustbepr
oacti
ve,
wil
li
ngtotrynewmethods,
andeagert
osi
tar
oundthetabl
etoworkout
probl
ems.
Teamsarefor
medwithpeopl
einvari
ousdepar
tment
s/f
uncti
onsofthecompany.Thepr
obl
ems/
issues
rel
atedt
otheequi
pmentarei
dent
if
iedandimprov
ementgoal
saresetinkai
zenevent
.
Duri
ngtheevent
s,thepart
ici
pant
smapt hecur
rentst
ateasabaselineper
formancemeasur eonwhichthey
wil
lcompareanyfutur
eperfor
manceafteri
mprovement.Theteam wor
kstogetherandcomeupwitht he
anal
ysi
softherootcauseoftheprobl
emsandimplementsoluti
onsandensurethattheyar
esust
ained.
 Ear
ly/NewEqui
pmentMai
ntenance/Management
Earl
yequi
pmentmaint
enanceistobuil
dinhighef
fi
ciencyfr
om t
hedesi
gnstage.EEM wi
l
lhelpt
odesi
gn
equi
pmentinawaythati
tiseasytooperat
eandmaint ai
nandi
sdel
iver
edtositei
nacondit
iont
hati
s
equalt
oautonomousmaint
enancestandar
ds.
Bel
owf
act
orst
obeconsi
der
edi
nEEM
→ Easeofcl
eani
ng,
lubr
icat
ionandi
nspect
ion
→ Accessi
bil
i
tyofequi
pmentpar
ts
→ Maket
hemachi
neseasi
ert
ooper
ate(
ergonomi
caspect
s)
→ Maki
ngi
teasi
erf
ort
hechange-
over(
Easycl
ampi
ng,
Qui
ckadj
ust
mentset
ti
ngs,
etc)
→ Feedbackmechani
smst
oal
ertdef
ect
ivepr
oduct
s(Vi
sual
Indi
cat
ors)
→ I
ncr
easedsaf
etyf
eat
ures

 Tr
aini
ngandEducat
ion

Thr
oughtrai
ning,
operat
ors’
ski
ll
slev
elsar
erai
sedtothepoi
ntwheret
heyar
eabl
etocar
ryoutbasi
c
maint
enanceacti
vit
iest
hatwer
eprevi
ousl
ydonebythemaint
enancet
eam.
Themaint
enancet
eam member sar
etaughthigherl
evelski
ll
ssuchaspr
event
ivemai
ntenanceand
anal
yti
cal
ski
ll
stohel
pthem becomemor eproacti
veinprobl
em sol
vi
ng.
Manager
salsolearntheTPM ski
l
lssoast
obecomecompet
entment
orst
othei
rjuni
orsaswel
lasbe
i
nvol
vedincoachingprogr
ams.

3|
Page
  Saf
ety
,Heal
th&Env
ironment
TheHealt
h,Saf
etyandEnv
ironmentpi
l
larofTotal
Producti
veMaint
enanceensurest
hatal
lwor
ker
sar
e
prov
idedwit
hanenvir
onmentthati
ssafeandtheunsafecondi
ti
onsareel
iminat
ed.
I
nasafeenvi
ronment
,employ
eesatt
it
udetowardswor
kchangesdr
amat
ical
l
yresul
ti
ngi
npr
oduct
ivi
ty,
Qual
i
tyandDeli
ver
yPerf
ormancei
mpr ov
ements.
Theteamswi l
lworktowardsmakingmachinessaf
etousef ort
heoperator
sbyputt
ingi
nplacemachi
ne
guar
ds,Stan0dardOperati
ngPr
ocedures(SOP),
useofpersonalpr
otect
iveequi
pmentandfi
rst
-ai
dki
tsi
n
theworkarea.Eachofthesemeasuresar
eaimedatimprovingt
hesafetyofthemachi
nessoastohavea
moreproducti
vework-f
orce.

 TPM i
nadmi
nist
rat
ion
Makeal
lsupport
ivefuncti
onstounderstandandapplyt
hepr
inci
plesofl
eanintheirownoper
ati
ons.Thi
s
makesi
teasyforthem toprov
ideeff
icientser
vicet
otheVal
ueAddingprocesses.
TheTPM pr i
ncipl
escanal sobeappli
edasstand-
alonetechni
questoi
mprovetheeff
ici
encyofthese
supporti
vefuncti
ons.Forexample,i
ftheadmini
str
ativ
efuncti
onsareabl
etoimprov
et hei
rorderpr
ocessi
ng
procedures,
thenthemat eri
alswi
ll
gettotheshop-f
loori
naf l
awlessmannerwhi
chwi l
lhaveaposit
ive
effectontheworkfl
ow.

 Howt
ousey
ourCMMSt
oachi
eveTPM?

Thefi
rstst
eptowar dsTPM i
smakingsur eeveryonehasaccesst
oyourcomputeri
zedmaintenance
managementsy st
em (CMMS).Youmi ghtonlyhavef i
vepeopl
eonyourmaint
enanceteam,but
ever
yone—from machineoper
ator
stor el
iabi
l
ityengineer
s—shoul
dbeabletoseethei
nformationst
oredi
n
yourmaint
enancemanagementsof t
war eandloginformati
onoft
heirown.

 Ser
iousabouti
mpl
ement
ingTPM?St
artmeasur
ingOEE

Total
producti
vemaint
enanceisamai nt
enancephilosophy,butt
herearetangibl
eKPI st
hataccompanyit.
Oneofthemosti mpor
tantmeasurementsoftotalproduct
ivemaintenanceisoveral
lequi
pment
ef
fecti
veness(OEE)
,whichmeasuresavail
abi
li
ty,perfor
manceeffici
ency,andqualit
y.Assuch,equi
pment
st
opping,equi
pmentworkingatl
essthanpeakcapaci ty
,andequipmentpr oduci
ngpoorquali
typroduct
s
ar
eallpenali
zedwhenOEEi sdet
ermined.

4|
Page