ARE 524

Facilities Maintenance Management

December 13th, 2003
COLLEGE OF ENVIRONMENTAL DESIGN

Total Productive Maintenance

Section 8
Uptime
Strategies for Excellence in
Maintenance Management
By: John Dixon Campbell

Prepared By: Instructor

KAMAL A. BOGES # 210321 Dr. ABDULMOHSEN AL-HAMMAD
COLLEGE OF ENVIRONMENTAL DESIGN

Quantum
Leaps
Process
Reengineering

RCM TPM

Data Plan and Control

Measures Tactics
Management Schedule

Strategy Management Leadership

World Class Maintenance

2
 OUTLINE
 INTRODUCTION
COLLEGE OF ENVIRONMENTAL DESIGN

 OBJECTIVES AND THEMS OF TPM

 ASSET STRATEGY
 EMOWERMENT
 RESOURCE PLANNING AND SCHEDULING
 SYSTEM AND PROCEDURES
 MEASUREMENT
 CONTINOUS IMPROVEMENT
 PROCESSES
 IMPLEMENTING TPM: THE ELEMENTS
 AWARENESS, EDUCATION, AND TRAINING
 KEY SUCCESS FACTORS

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 INTRODUCTION
 Total Productive Maintenance (TPM) is an
COLLEGE OF ENVIRONMENTAL DESIGN

approach to managing physical assets that

emphasizes the importance of operator
involvement in making equipment reliable
 Management has always held an operator
accountable for production output. More than ever,
that person is also responsible now for product
quality
 Many factors affect how well that can be achieved,
including the way in which the workplace is
organized as well as the equipment’s
effectiveness. When several people are involved,
producing quality depends on teamwork
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 TPM PRINCIPLES - 1/4
 In its broadest sense, TPM is based on three sets of
COLLEGE OF ENVIRONMENTAL DESIGN

principles
1.Maintenance Engineering; Seeks to manage the
equipment life cycle, from strategic asset planning,
through design and construction, to operation,
maintenance, and disposal. Several techniques
characterize the proactive nature of maintenance
engineering including:
 Preventive (or planned) maintenance: Planned and
scheduled maintenance activities to find and correct
problems that could lead to failure
 Predictive and condition-based maintenance: Reducing
fixed-time maintenance and relying on the condition of
equipment to determine maintenance activity

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 TPM PRINCIPLES - 2/4
1. Maintenance Engineering; Cont.
COLLEGE OF ENVIRONMENTAL DESIGN

 Productive (or proactive) maintenance and cost

reduction: Maximizing equipment performance
through reliability and maintainability
improvement and failure analysis
 Equipment data management: Equipment
configuration, bills of material, as-built
engineering drawings and maintenance histories
 Life cycle costing: The complete cost of
equipment, from design and specification through
construction and procurement to operations,
maintenance, and disposal

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 TPM PRINCIPLES - 3/4
2. Total Quality Management (TQM)
COLLEGE OF ENVIRONMENTAL DESIGN

 TQM concepts were developed after WWII and adopted by

Japanese manufacturing to improve the global image and
acceptance of their products
 Incremental improvements in product quality at each stage
of the process. Therefore small groups of employee use
problem identification and problem solving tools and
techniques to provide a higher quality service or product to
their customer
 The ultimate goal of TQM is zero defects. Management style
in a TQM culture is participative, trusting, and focused on
fixing problems and defects, not on apportioning blame
 Information is widely shared, and TQM people let the data
lead them

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 TPM PRINCIPLES - 4/4
3. Just-in-time (JIT)
COLLEGE OF ENVIRONMENTAL DESIGN

 JIT has as its goal the elimination of all waste:

wasted time, space, labor, materials, inventory,
movement. Any thing that does not add value in the
eyes of the customer adds waste.
 The core concept for JIT is the reduction of the
cycle time. Focusing on time to process and
reducing this time has the effect of reducing
inventory, delays, labor and space
 Producers are optimized, standardized, and taught
 Lot sizes are reduced
 Flexibility are dramatically increased
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 MORE ABOUT TPM – 1/2
 TPM began in Japan as a vital and necessary response to
COLLEGE OF ENVIRONMENTAL DESIGN

business imperatives to reduce waste, product variation,

and production cycle time
 It was a fresh approach to the new challenges of the
marketplace, not a logical progression of systematic
maintenance management
 Just-in-time technique, though, attacked all forms of
waste-any thing that did not add value to the
manufacturing process
 Under these circumstances, the success of the entire
process relied on each machine working to a uniform plant
load, drumbeat.
 To further complicate matters for maintenance, final
quality control inspection was being moved upstream in
process, to eliminate defects and yield fluctuation at their
source. As a result, machine performance problems were
being identified much earlier
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 MORE ABOUT TPM – 2/2

 Demands for conformance and reliability were

COLLEGE OF ENVIRONMENTAL DESIGN

greatly increased, with more stringent variation

checks
 Maintenance management- or, more correctly, the
management of equipment effectiveness- had to
adapt quickly the new directives
 The concept that evolved was TPM, sometimes
known by its most prominent feature, autonomous
(operator) maintenance

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 OBJECTIVES AND THEMS OF TPM – 1/11

 The prime objectives of TPM are to:

COLLEGE OF ENVIRONMENTAL DESIGN

 Maximize equipment effectiveness and productivity and

eliminate all machine losses
 Create a sense of ownership in equipment operators
through a program of training and involvement
 Promote continuous improvement through small-group
activities involving production, engineering, and
maintenance personnel
 Each enterprise has its own unique definition and
vision for TPM, but in most cases there are
common elements in any TPM program. These
have been summarized in the TPM wheel in Figure
8-1
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 OBJECTIVES AND THEMS OF TPM – 2/11
Elements
COLLEGE OF ENVIRONMENTAL DESIGN

Asset
Processes
Strategy

Themes
Continuous
• Training
Improvement Empowerment
Team • Decentralization
• Maintenance
prevention
• Multi-skilling
Resources
Measurement Planning and
Scheduling
Systems and
Procedures

Figure 8-1 The TPM Wheel

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 1. Asset Strategy – 3/11

 TPM is commonly used to support and enable the

COLLEGE OF ENVIRONMENTAL DESIGN

principles of TIJ and TQM

 This usually involves moving some equipment
into a cell arrangement and removing anything
that is redundant
 Setup modification and upgrading machine
requirements are also commonly part of the plan
 Simplifying, streaming, and automating the
manufacturing process have an impact on the
way maintenance strategy with the neww asset
structure
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 1. Asset Strategy, cont. – 4/11

 When JIT is introduced, maintenance

COLLEGE OF ENVIRONMENTAL DESIGN

management normally should involved

immediately:
 Layout evaluation - including maintainability,
operability, hydraulic/electrical/steam/plumbing
services, environmental concerns, and floor loading
consideration
 Equipment modification – such as solving chronic
problems before a cell startup. This could also mean
providing enablers, for example, reducing excess
motion to reduce wear and noise
 Post-move services – to restore the equipment to
satisfactory operating condition as a cell formed. Of
key importance is the initiation or revision of a specific
preventive maintenance program
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 2. Empowerment - 5/11

 TPM puts the power in the employee’s hand. It

COLLEGE OF ENVIRONMENTAL DESIGN

grants workers autonomy, along with responsibility

 At the same time TPM recognizes that employees in
one area have much to teach and learn from others
The entire organization gains strength and ideas
from motivated continuous improvement teams
 A TPM environment encourages a skills between
operators and maintenance, and multi-skill training
in the various crafts
 It can provide increase job satisfaction for
operations, trades, engineering, and supervision
alike
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 2. Empowerment, cont. - 6/11

 Most exciting about TPM is that it can fundamentally

COLLEGE OF ENVIRONMENTAL DESIGN

change organization culture. Centralized, command

and control maintenance structure cannot support a
JIT/TQM/TPM initiative
 Operator ownership is not about boundaries or
barriers around equipment or sections of the
process
 It’s an expression of commitment and caring about
condition, causes, and effects
 Building operator ownership is mostly a matter of
removing impediments and providing correct
training and tools to encourage a supportive
relationship that is technically informed
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 3. Resource Planning and Scheduling - 7/11

 During the introduction of TPM, there will be significantly

COLLEGE OF ENVIRONMENTAL DESIGN

increased demand on the maintenance department,

especially as operator train to be more equipment
conscious
 As they discover the causes of chronic equipment losses
of malfunctions, they will want to have them corrected
quickly
 If these operators are to be enthusiastic partners in
equipment care, the maintenance department must have
planning and scheduling procedures in place. They must
have the capacity and skills available to assign priorities
and carry out the work quickly and professionally
 As many organizations have found, it help to dedicate
specific tradespersons to particular areas
 In this way, they become familiar with the equipment and
form closer ties with the operators and supervisors 17
 4 Systems and Procedures - 8/11
 As continuous improvement teams begin to focus on
COLLEGE OF ENVIRONMENTAL DESIGN

equipment performance, standards best practice operating

and maintenance procedures will evolve
 It will quickly become daily routine to track information
such as equipment histories, part and materials, individual
training progression, and costs
 Systematic maintenance management requires the most
effective way to reduce or mitigate the risk of failure
 First, the nature of failure in a specific case must be
understood
 Then the remedy can be chosen, whether it be based on
time, use or condition factors, or some other tactic

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 5. Measurement - 9/11
 With continuous improvement, the current reality is judged
COLLEGE OF ENVIRONMENTAL DESIGN

against a future vision. In maintenance management, the

prime objective is asset productivity: asset output divided
by all inputs
 FOR TPM, it is also useful to measure continuous
improvement success, including the number of active
teams and their individual and collective progress
 The future vision is best tempered with an understanding
of what the competition, industry at large, or best-in-class
have achieved. Benchmarking is useful in this regard

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 6. Continuous Improvement Team - 10/11
 Continuous improvement, based on Kaizen principles in
COLLEGE OF ENVIRONMENTAL DESIGN

Japan, is central to TQM and JIT

 Organizations that have begun implementing TQM, JIT, or
Continuous Improvement (CI) processes will have CI team in
place
 TPM team tends to base their agenda on effective
maintenance management information system (for example,
equipment histories for failure analysis). This begins with a
Pareto review of failure of the equipment or processes that
govern bottlenecking or add the most value to the product
flow
 Operators in TPM build a strong relationship with their
equipment. They drive an understanding within teams of
failure causes, effects and impacts, and the resulting
actions to eliminate these failure 20
 7. Processes – 11/11

 TPM is often a radical change in the way asset

COLLEGE OF ENVIRONMENTAL DESIGN

maintenance is managed
 Some of the traditional processes for preventive,
corrective, or breakdown maintenance and for stores
inventory control are simply no longer appropriate
 In the new climate of responsiveness, flexibility, and
empowerment, the existing processes must be revisited.
They must be clearly understood, analyzed, and then
redesigned to support the TPM objectives
 Each step along the way must add value and minimize
any waste in cost, time, service, quality, or other
resources

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 IMPLEMENTING TPM: THE ELEMENTS – 1/12

 What TPM means, and what it will accomplish, is different

COLLEGE OF ENVIRONMENTAL DESIGN

for each application. The implementation plan, too, needs

to be specific to the situation and plant environment
 A small wood-working firm with a tradition of production-
maintenance integration could take a more informal
approach than a large integrated steel mile
 A basic methodology that has proved successfully as a
guide in many diverse applications is presented in Figure
8-2
 Following an implementation plan adapted from the Japan
Institute of Plant Maintenance, the enterprise should
progress through four phases in charting in its new course

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 IMPLEMENTING TPM: THE ELEMENTS , cont. – 2/12
I. Stabilize Mean Time Between II Lengthen Equipt. III. Periodically Restore IV. Predict Equipment
Failure Life Deterioration Life
COLLEGE OF ENVIRONMENTAL DESIGN

Equipment Restore accelerated Learn more about Conduct autonomous Manage operations and
Improvement deterioration by cleaning, equipment inspections and daily equipment care
lubricating, and tightening, and mechanisms and adjustments: organize and inspections
correcting visible defects functions: develop and visually manage work autonomously: carry
inspection skills area out simple repairs and
replacement
Equipment Prevent accelerated • Correct design and fabrication weaknesses • Further extend life
Improvement deterioration with improvement • Prevent operating and repair errors using new materials and
to: • Eliminate sporadic failures technologies
• Control contamination • Improve maintainability and operability • Learn and apply
sources advanced failure
•Enhance accessibility for analysis techniques
cleaning, lube, and inspection
Address chronic equipment
losses and prevent recurrence
Planned • Prepare equipment logs • Rank failures • Estimate life spans • Apply condition-based
Maintenance • Help operators establish daily prioritize PM work and learn early signs of monitoring technique to
inspection and • Standardize routine internal deteriorating predict life
• Introduce visual control maintenance activities • Set standards fro • Conduct periodic
• Clarify operating conditions; • Create data periodic inspection and restoration based on
comply with conditions of use management systems parts replacement periodic life
to monitor failures, • Improve efficiency of
equipment, spares, planned inspection and
costs maintenance work and
improve control of data
and spares
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Figure 8-2 TPM Implementation
 IMPLEMENTING TPM: THE ELEMENTS, cont. – 3/12
I. Stabilize Mean Time II Lengthen Equipt. III. Periodically Restore IV. Predict Equipment
Between Failure Life Deterioration Life
• Build in QM controls
COLLEGE OF ENVIRONMENTAL DESIGN

Quality Clarify relationship between quality and equipment, Establish and maintain
Maintenance people, materials, methods equipment control at the design stage
conditions

Maintenance Define data system Incorporate data from current equipment

Prevention requirements and begin improvement in new equipment design
documenting equipment specifications
improvements

Figure 8-2 TPM Implementation

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 IMPLEMENTING TPM: THE ELEMENTS, cont. – 4/12

 This route progresses from stabilizing the mean

COLLEGE OF ENVIRONMENTAL DESIGN

time between failures and extending equipment

life to predicting equipment life through condition
monitoring
 The four phases of activities are conducted by
team of production, maintenance, and engineering
personnel working in concert
 The entire implementation process is supported
throughout by comprehensive education and
training (see Figure 8-3)

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 IMPLEMENTING TPM: THE ELEMENTS, cont. – 5/12

General Maintenance
COLLEGE OF ENVIRONMENTAL DESIGN

Management Engineer Operators Maintenance

   
TPM objectives, elements,
themes

 
General equipment cleaning,
inspection, monitoring

  
Problem identification,
analysis tools

 
Basic equipment functioning,
adjustment, optimization of
skills


Focused technical skills

  
Maintenance prevention and
equipment redesign

Figure 8-3 TPM Education and Training

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 1. Awareness, Education, and Training – 6/12

 Learning underscores each element of TPM. At

COLLEGE OF ENVIRONMENTAL DESIGN

Nachi Fujikoshi Corporation in Japan “Cultivating

equipment-conscious workers is the base upon
which every other feature of (TPM) rests.
Education and training is not only one of the
fundamental improvements activities of TPM, it is
a central pillar that supports others”
 Managers, maintenance staff, team leaders, and
equipment operators all must be extensively
involved in the learning process

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 1. Awareness, Education, and Training, cont. – 7/12

 Training supports:
COLLEGE OF ENVIRONMENTAL DESIGN

 Decentralization of decision-making and

empowerment of employees. This will help them
act autonomously, with knowledge and confidence,
and as team players who know where and when to
ask for help
 Maintenance prevention, or minimizing the amount
of maintenance intervention without scarifying
reliability. This is accomplished with standard
operating procedures and systematic analysis and
treatment of equipment failures and other
abnormalities
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 1. Awareness, Education, and Training, cont. – 8/12
 The use of tools and techniques for problem identification,
COLLEGE OF ENVIRONMENTAL DESIGN

definition, solution, and team decision making are shown in

Figure 8-4
 These aids are invaluable for the learning process
 Beyond understanding the theory behind TPM, you must
have some practical knowledge before making sweeping
changes to the system
 A pilot project in an area of the plant will work out any
kinks and build experience and confidence in
implementation team
 Of great help in a trial run is a detailed before-after study.
One effective method is to have a staff photograph or
videotape the area, looking for defects, disorders, and
deterioration
 Such varied industries as aluminum rolling, primary
steel, and discrete manufacturing level found that a
series of pictures is worth countless words of
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description
 1. Awareness, Education, and Training, cont. – 9/12
For Problem Definition For Solution Development For Team Decision-making
• Process flowcharting • Customer surveys • Consequences seeking
COLLEGE OF ENVIRONMENTAL DESIGN

• Histograms •Cause and effect diagrams • Brainstorming

• Plan charts • Benchmarking • Normal group technique
• Tree diagrams • Force field analysis • Multivoting
• Pareto diagrams • FMECA • Pairwise ranking
• Statistical process control • Fault tree analysis • Weighted factor evaluation

• Scatter plots • P-M analysis

• Failure Analysis
Automated Tools
• Computer aided design and drafting
• Computer aided manufacturing
• Computerize maintenance management system

• Material management system

• Materials equipment planning
• Computer integrated manufacturing

• Simulation
• Expert systems
• Geographic information management system

Figure 8-4 Tools and Techniques for TPM 30

 1. Awareness, Education, and Training, cont. – 10/12

 Keeping a visual record is part of the following eight-step

COLLEGE OF ENVIRONMENTAL DESIGN

approach of piloting:
1. Education (basis) – Companywide seminar on the elements,
themes, and objectives of TPM, and how it relates to TQM,
JIT, and CI programs that already in place
2. Survey – Determine which area are likely to excel in a pilot
program because of culture, attitude, preparation, or
management style
3. Selection – Select the pilot area based on its probability of
success and on the productivity improvement potential. It
should also be widely applicable to other areas of the
operation
4. Data collection – Carry out Pareto analysis of the frequency
and duration of losses caused by recorded failures, setups,
idling, minor delays, quality, and yield losses
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 1. Awareness, Education, and Training, cont. – 11/12

5. Education (specific) – Present a detailed seminar for pilot

COLLEGE OF ENVIRONMENTAL DESIGN

area personnel describing the selection process, data

analysis for equipment loses, and TPM vision
6. Photographic tour – Have pilot’s teams take “as-is”
photographs or videos of equipment deterioration, defects,
disorders, housekeeping, and so on, in their area
7. Training – Relate the Pareto analysis of losses to the result
of the photographic tour. Also, provide training to minimize
equipment deterioration and , therefore, equipment losses
through the activities in Phase I Stabilize Reliability
8. Kickoff – Choose a formal kickoff date and location for
Phase I. Categorize responsibilities for improvement for
production, materials, maintenance, and engineering

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 1. Awareness, Education, and Training, cont. – 12/12

 It is critical to measure the progress of the pilot program

COLLEGE OF ENVIRONMENTAL DESIGN

to gain momentum for plant wide success. Monitor such

“outputs” as:
 Equipment effectiveness – The product of availability, the
process rate, and quality rate
 Reliability – Mean time between failure
 Maintainability– Mean time to inspect, service, replace, or
repair
 Also measure inputs such as
 Labor – including degree of PM compliance, demonstrated
proficiency in autonomous maintenance, crew size, and
maintenance labor distribution
 Materials, – including engineering stores inventory turns,
inventory service level, vendor partnering, and obsolesces
 Cost effectiveness – where cost are measured by function,
area, equipment, job, and class of expense 33
 KEY SUCCESSFUL FACTOR – 1/4

 The single most important factor to implement

COLLEGE OF ENVIRONMENTAL DESIGN

TPM is true management commitment

 Organizations with this level of commitment are
successful, even if they do not have the most
comprehensive plan or a lavish budget
 What does honest commitment mean? You could
say it’s a little like bacon and eggs – the chicken
was involved, but the pig was committed
 Management’s commitment is certainly shown by
what it’s willing to put on the line
 The resources allocated are important, of course.
But counts even more are the time and visible
involvement of senior management, for however
long it takes to put TPM in place 34
 KEY SUCCESSFUL FACTOR – 2/4

 Other key success factors include:

COLLEGE OF ENVIRONMENTAL DESIGN

 The team approach throughout the project cycle

 The enthusiasm and team-team building skills of
TPM leaders or project managers
 A clearly defined methodology
 The learning processes, particularly the
communication between maintenance and
operations in such vital areas as how the
equipment does, what it does and how to keep it
operating effectively
 The mechanisms in place to reinforce positive
behavior and results 35
 KEY SUCCESSFUL FACTOR – 3/4

 Many of North America’s important manufacturers and

COLLEGE OF ENVIRONMENTAL DESIGN

processors are now fully immersed in TPM

 Dupont Fibers attributes major gains in productive capacity
to TPM: having skilled people getting their equipment up to
as-new condition and keeping it there, and eliminating
failures through systematic improvement over th elong
term
 Others include Timkin, Pepsi, Ford, Harley-Davidson,
Wilson Sporting, MACI, Saturn Corp., Norton, John Deere,
Unilever, Steelcase, and Toyota
 But as Mark O’Brein of Yamaha said, “ As we looked
around Japan and the U.S. for the perfect TPM recipe, we
realized that no one has the cookbook”
 A successful implementation of TPM themes and elements
certainly results in measurable benefits
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 KEY SUCCESSFUL FACTOR – 4/4

Empwered, motivated employees will contribute in

COLLEGE OF ENVIRONMENTAL DESIGN

significant ways to help improve asset productivity

The long-term benefit of caring about maintenance
can be in another qute from Pirsig:
Each machine has its own personality, that is the real
object of motorcycle maintenance, The new [nachines]
start out as good-looking strangers and, depending on
how they are treated, degenerate rapidly into bad-acting
grouches or even cripples, or else turn into healthy,
good-natured, long lasting friends. This one, despite the
murderous treatment it got at the hands of those alleged
mechanics, seems to have recovered and has been
requiring fewer repairs as time goes on (Zen and the Art
of Motorcycle Maintenance, P.39) 37
COLLEGE OF ENVIRONMENTAL DESIGN

Thank You

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