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Contents: Introduction and History or TPM Why TPM Implementation of TPM Conclusion

TPM is a Japanese concept that originated in 1951 focusing on preventative maintenance and employee involvement. It aims for zero equipment breakdowns and defects through a set of pillars including 5S organization, autonomous maintenance by operators, planned maintenance, and continuous improvement activities. TPM training develops multi-skilled employees and overall goals are maximizing equipment effectiveness through reliability and maintainability improvements.

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Vajram Ramesh - IP
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171 views

Contents: Introduction and History or TPM Why TPM Implementation of TPM Conclusion

TPM is a Japanese concept that originated in 1951 focusing on preventative maintenance and employee involvement. It aims for zero equipment breakdowns and defects through a set of pillars including 5S organization, autonomous maintenance by operators, planned maintenance, and continuous improvement activities. TPM training develops multi-skilled employees and overall goals are maximizing equipment effectiveness through reliability and maintainability improvements.

Uploaded by

Vajram Ramesh - IP
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Contents:

Introduction and History or TPM

Why TPM

Implementation of TPM

Conclusion
TPM - History:
TPM is a innovative Japanese concept which can be
traced back to 1951.

However the concept of preventive maintenance was


taken from USA. Nippondenso was the first company
to introduce plant wide preventive maintenance in
1960.

Nippondenso which already followed preventive


maintenance also added Autonomous maintenance
done by production operators.
Preventive maintenance along with Maintenance
prevention and Maintainability Improvement gave birth
to Productive maintenance.

By then Nippon Denso had made quality circles,


involving the employees participation. Thus all
employees took part in implementing Productive
maintenance. 
Introduction to TPM
What is Total Productive Maintenance ( TPM ) ?
It can be considered as the medical science of machines. 
TPM brings maintenance into focus as a necessary and
vitally important part of the business. 

 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.
The goal is the total elimination of all losses,
including breakdowns, equipment setup and
adjustment losses, idling and minor stoppages,
reduced speed, defects and rework, spills and process
upset conditions, and startup and yield losses. The
ultimate goals of TPM are zero equipment
breakdowns and zero product defects, which lead to
improved utilization of production assets and plant
capacity.
Similarities and differences between TQM and TPM :

Total commitment to the program by upper level


management is required in both programs

Employees must be empowered to initiate


corrective action

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.
Types of maintenance :
Breakdown maintenance

Preventive maintenance ( 1951 )


Periodic maintenance ( Time based maintenance - TBM) 
 Predictive maintenance

 Corrective maintenance ( 1957 )

Maintenance prevention ( 1960 )

Autonomous maintenance
Pillars of TPM
Pillar 1 – 5S

Japanese Term English Translation Equivalent ‘S’


term
Seiri Organization Sort

Seiton Tidiness Systematize

Seiso Cleaning Sweep

Seiketsu Standardization Standardize

Shitsuke Discipline Self-Discipline


Pillar 2 – JISHU HOZEN
Policy
- Uninterrupted operation of equipments.
- Flexible operators to operate and maintain other
equipments.
- Eliminating the defects at source through active
employee participation.
- Stepwise implementation of JH activities.
 JISHU HOZEN Targets
- Prevent the occurrence of 1A/1B because of JH.
- Reduce oil consumption by 50%.
- Reduce process time by 50%.
- Increase use of JH by 50%.
Pillar 2 – JISHU HOZEN Contd…
 Steps in JISHU HOZEN
- Preparation of employees.
- Initial cleanup of machines.
- Take counter measures.
- Fix tentative JH standards.
- General inspection.
- Autonomous inspection.
- Standardization.
- Autonomous management.
Pillar 3 - KAIZEN
Kai means change and Zen means good
The principle behind is a very large number of small
improvements are move effective in an organizational
environment than a few improvements of large value.

Policy
- Practice concepts of zero losses in every activity
- To achieve cost reduction targets in all resources
- To improve over all plant equipment effectiveness
- Focus of easy handling of operators

Target
- Achieve and sustain zero loses with respect to minor
stops, measurement and adjustments
- It also aims to achieve 30% manufacturing cost
Pillar 3 – KAIZEN Contd..

Loss Category
Failure losses, Setup losses,
Cutting blade loss, Startup
losses, Minor stoppage loss, Losses that impede equipment
speed loss, Defect loss and efficiency
scheduled downtime loss
Management loss, Operating
motion loss, Line organization loss, Losses that impede human work
logistic loss, Measurement and efficiency
adjustment loss
Energy loss, Tool breakage loss, Losses that impede effective use
Yield loss of production resources
Pillar 4 – PLANNED MAINTENANACE
It is aimed to have trouble free machines and equipments
producing defect free products for total customer
satisfaction.

Break down into 4 categories.


- Preventive Maintenance
- Breakdown Maintenance
- Corrective Maintenance
- Maintenance Prevention

Target
- Zero equipment failure and break down.
- Improve reliability and maintainability by 50%.
Pillar 4 – PLANNED MAINTENANACE Contd..
- Reduce maintenance cost by 20%
- Ensure availability of spares all the time

 Six steps in planned maintenance


- Equipment evaluation and recoding present status
- Restore deterioration and improve weakness
- Building up information management system
- Prepare time based information system
- Prepare predictive maintenance
- Evaluation of planned maintenance
Pillar 5 – QUALITY MAINTENANCE
It is aimed towards customer delight through highest
quality through defect free manufacturing.

QM activity is to set equipment conditions that preclude


quality defects, based on the basic concept of maintaining
perfect equipment to maintain perfect quality of products.

Policy
- Defect free conditions and control of equipments
- QM activities to support quality assurance
- Focus of prevention of defects at source
- Focus on poka-yoka (fool proof system)
Pillar 5 – QUALITY MAINTENANCE Contd..

- In-line detection and segregation of defects


- Effective implementation of operator quality
assurance

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

Quality defects are classified as customer end defects and


in house defects.
Pillar 6 - TRAINING
It is aimed to have multi skilled employees whose morale
is high and who has eager to come to work and perform all
required functions effectively and independently.

They are trained to achieve 4 phases of skills


Phase 1 : Do not know
Phase 2 : Know the theory but cannot do
Phase 3 : Can do but cannot teach
Phase 4 : Can do and also teach

Policy
- Focus on improvement of knowledge and skills
- Create a training environment for self learning
- Training to remove employee fatigue and make
work enjoyable
Pillar 6 – TRAINING Contd..
Target
- Achieve and sustain downtime due to want men at
zero on critical machines.
- Achieve and sustain zero losses due to lack of
knowledge/skills/techniques.
- Aim at 100% participation in suggestion scheme.

Steps in education and training activities


- Setting policies and priorities and checking present
status of education and training
- Establish a training system for skill upgrading
- Preparation of training calendar
- Evaluation of activities and study of future
approach
Pillar 7 – OFFICE TPM
Office TPM should be started after activating four other
pillars of TPM (JH,KK,QM,PM).

Office TPM addresses 12 major losses


- Processing loss
- Cost loss in areas like accounts, marketing and sales
- Communication loss
- Idle loss
- Set-up loss
- Accuracy loss
- Office equipment breakdown, telephones and fax
- Communication channel breakdown
- Time spent on retrieval of information
- Non availability of correct on line stock status
Pillar 7 – OFFICE TPM Contd..
- Customer complaints due to logistics
- Expenses on emergency dispatches/purchases

Benefits
- Involvement of all people in support functions for
focusing on better plant performance.
- Better utilized work area
- Reduce repetitive work
- Reduce administrative costs
- Reduction in number of files
- Reduction in office equipment
- Reduce customer complaints
- Reduce manpower
- Clean and pleasant work environment
Pillar 8 – SAFETY,HEALTH AND ENVIRONMENT
Target
- Zero accident
- Zero Health damage
- Zero fires

It helps to create a safe workplace and a surrounding area


that is not damaged by our process or procedures.

It plays an active role in each of the other pillars on a


regular basis.

To create awareness among employees various


competitions like safety slogans,quiz,drama,posters etc
can be organized at regular intervals.
 Total Productive Maintenance is …
operator driven reliability:

The Operators’ Creed of TPM –

 Keep it clean
 Keep it lubricated
 Monitor for degradation
 Maintain it before production is affected
 Simplify and improve it
CONCLUSION
Total Productive Maintenance (TPM) Aims at
 Zero breakdown
 MTBF (mean time between failures should be
minimized)
 MTRR (mean time to repair) should be brought down
by breakdown maintenance efficiency
 Preventive maintenance should be planned and
implemented
 Predictive maintenance should be planned and
implemented
 Warranty of maintenance concept should be
implemented
“Quality is a Journey,
not a Destination”

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