An Introduction To Total Productive Maintenance (TPM)
An Introduction To Total Productive Maintenance (TPM)
Maintenance (TPM)
By Venkatesh J
Why TPM ?
TPM was introduced to achieve the following objectives. The important ones are listed
below.
Reduce cost.
Types of maintenance :
1. Breakdown maintenance :
It means that people waits until equipment fails and repair it. Such a thing could be used
when the equipment failure does not significantly affect the operation or production or
generate any significant loss other than repair cost.
This is a method in which the service life of important part is predicted based on
inspection or diagnosis, in order to use the parts to the limit of their service life.
Compared to periodic maintenance, predictive maintenance is condition based
maintenance. It manages trend values, by measuring and analyzing data about
deterioration and employs a surveillance system, designed to monitor conditions through
an on-line system.
TPM - History:
TPM is a innovative Japanese concept. The origin of TPM can be traced back to 1951
when preventive maintenance was introduced in Japan. However the concept of
preventive maintenance was taken from USA. Nippondenso was the first company to
introduce plant wide preventive maintenance in 1960. Preventive maintenance is the
concept wherein, operators produced goods using machines and the maintenance group
was dedicated with work of maintaining those machines, however with the automation of
Nippondenso, maintenance became a problem as more maintenance personnel were
required. So the management decided that the routine maintenance of equipment would
be carried out by the operators. ( This is Autonomous maintenance, one of the features
of TPM ). Maintenance group took up only essential maintenance works.
Thus Nippondenso which already followed preventive maintenance also added
Autonomous maintenance done by production operators. The maintenance crew went in
the equipment modification for improving reliability. The modifications were made or
incorporated in new equipment. This lead to maintenance prevention. Thus preventive
maintenance along with Maintenance prevention and Maintainability Improvement gave
birth to Productive maintenance. The aim of productive maintenance was to maximize
plant and equipment effectiveness to achieve optimum life cycle cost of production
equipment.
By then Nippon Denso had made quality circles, involving the employees participation.
Thus all employees took part in implementing Productive maintenance. Based on these
developments Nippondenso was awarded the distinguished plant prize for developing
and implementing TPM, by the Japanese Institute of Plant Engineers ( JIPE ). Thus
Nippondenso of the Toyota group became the first company to obtain the TPM
certification.
TPM Targets:
P
Obtain Minimum 80% OPE.
Obtain Minimum 90% OEE ( Overall Equipment Effectiveness )
Run the machines even during lunch. ( Lunch is for operators and not for machines ! )
Q
Operate in a manner, so that there are no customer complaints.
C
Reduce the manufacturing cost by 30%.
D
Achieve 100% success in delivering the goods as required by the customer.
S
Maintain a accident free environment.
M
Increase the suggestions by 3 times. Develop Multi-skilled and flexible workers.
Motives of TPM 1. Adoption of life cycle approach for improving the overall
performance of production equipment.
2. Improving productivity by highly motivated workers which
is achieved by job enlargement.
Uniqueness of TPM The major difference between TPM and other concepts is that the
operators are also made to involve in the maintenance process.
The concept of "I ( Production operators ) Operate, You
( Maintenance department ) fix" is not followed.
MTBF - Mean Time Between Failures = ( Total Running Time ) / Number of Failures.
MTTR - Mean Time To Repair.
PE - Performance Efficiency. It is given by RE X SE.
Rate efficiency (RE) : Actual average cycle time is slower than design cycle time
because of jams, etc. Output is reduced because of jams
Speed efficiency (SE) : Actual cycle time is slower than design cycle time machine
output is reduced because it is running at reduced speed.
Q - Refers to quality rate. Which is percentage of good parts out of total produced
sometimes called "yield".
Training is to be done based on the need. Some need intensive training and some just
an awareness. Take people who matters to places where TPM already successfully
implemented.
This is a ceremony and we should invite all. Suppliers as they should know that we want
quality supply from them. Related companies and affiliated companies who can be our
customers, sisters concerns etc. Some may learn from us and some can help us and
customers will get the communication from us that we care for quality output.
STAGE C - IMPLEMENTATION
In this stage eight activities are carried which are called eight pillars in the development
of TPM activity.
Of these four activities are for establishing the system for production efficiency, one for
initial control system of new products and equipment, one for improving the efficiency of
administration and are for control of safety, sanitation as working environment.
Pillars of TPM
PILLAR 1 - 5S :
TPM starts with 5S. Problems cannot be clearly seen when the work place is unorganized.
Cleaning and organizing the workplace helps the team to uncover problems. Making
problems visible is the first step of improvement.
This means sorting and organizing the items as critical, important, frequently used items,
useless, or items that are not need as of now. Unwanted items can be salvaged. Critical items
should be kept for use nearby and items that are not be used in near future, should be stored
in some place. For this step, the worth of the item should be decided based on utility and not
cost. As a result of this step, the search time is reduced.
Less than once per year, Once per Throw away, Store away from the
Low
year< workplace
At least 2/6 months, Once per
Average Store together but offline
month, Once per week
SEITON - Organise :
The concept here is that "Each items has a place, and only one place". The items should
be placed back after usage at the same place. To identify items easily, name plates and
colored tags has to be used. Vertical racks can be used for this purpose, and heavy
items occupy the bottom position in the racks.
This involves cleaning the work place free of burrs, grease, oil, waste, scrap etc. No
loosely hanging wires or oil leakage from machines.
SEIKETSU - Standardization :
Employees has to discuss together and decide on standards for keeping the work place /
Machines / pathways neat and clean. This standards are implemented for whole
organization and are tested / Inspected randomly.
Considering 5S as a way of life and bring about self-discipline among the employees of
the organization. This includes wearing badges, following work procedures, punctuality,
dedication to the organization etc.
This pillar is geared towards developing operators to be able to take care of small
maintenance tasks, thus freeing up the skilled maintenance people to spend time on
more value added activity and technical repairs. The operators are responsible for
upkeep of their equipment to prevent it from deteriorating.
Policy :
1. Uninterrupted operation of equipments.
2. Flexible operators to operate and maintain other equipments.
1. Preparation of employees.
2. Initial cleanup of machines.
5. General inspection
6. Autonomous inspection
7. Standardization and
8. Autonomous management.
1. Train the Employees : Educate the employees about TPM, Its advantages, JH
advantages and Steps in JH. Educate the employees about abnormalities in
equipments.
2. Initial cleanup of machines :
o Following are the things that has to be taken care while cleaning.
They are Oil leakage, loose wires, unfastened nits and bolts and
worn out parts.
o After clean up problems are categorized and suitably tagged. White
tags is place where problems can be solved by operators. Pink tag is
placed where the aid of maintenance department is needed.
o Finally close the open parts of the machine and run the machine.
3. Counter Measures :
4. Tentative Standard :
5. General Inspection :
o After acquiring this new knowledge the employees should share this
with others.
6. Autonomous Inspection :
o Parts which have never given any problem or part which don't need
any inspection are removed from list permanently based on
experience.
o Including good quality machine parts. This avoid defects due to poor
JH.
7. Standardization :
o Upto the previous stem only the machinery / equipment was the
concentration. However in this step the surroundings of machinery
are organized. Necessary items should be organized, such that there
is no searching and searching time is reduced.
8. Autonomous Management :
o PDCA ( Plan, Do, Check and Act ) cycle must be implemented for
Kaizen.
PILLAR 3 - KAIZEN :
"Kai" means change, and "Zen" means good ( for the better ). Basically kaizen is for
small improvements, but carried out on a continual basis and involve all people in the
organization. Kaizen is opposite to big spectacular innovations. Kaizen requires no or
little investment. The principle behind is that "a very large number of small improvements
are move effective in an organizational environment than a few improvements of large
value. This pillar is aimed at reducing losses in the workplace that affect our efficiencies.
By using a detailed and thorough procedure we eliminate losses in a systematic method
using various Kaizen tools. These activities are not limited to production areas and can
be implemented in administrative areas as well.
Kaizen Policy :
Kaizen Target :
Achieve and sustain zero loses with respect to minor stops, measurement and
adjustments, defects and unavoidable downtimes. It also aims to achieve 30%
manufacturing cost reduction.
1. PM analysis
2. Why - Why analysis
3. Summary of losses
4. Kaizen register
Loss Category
Classification of losses :
It is aimed to have trouble free machines and equipments producing defect free products
for total customer satisfaction. This breaks maintenance down into 4 "families" or groups
which was defined earlier.
1. Preventive Maintenance
2. Breakdown Maintenance
3. Corrective Maintenance
4. Maintenance Prevention
With Planned Maintenance we evolve our efforts from a reactive to a proactive method
and use trained maintenance staff to help train the operators to better maintain their
equipment.
Policy :
Target :
4. Prepare time based information system, select equipment, parts and members
and map out plan.
It is aimed towards customer delight through highest quality through defect free
manufacturing. Focus is on eliminating non-conformances in a systematic manner, much
like Focused Improvement. We gain understanding of what parts of the equipment affect
product quality and begin to eliminate current quality concerns, then move to potential
quality concerns. Transition is from reactive to proactive (Quality Control to Quality
Assurance).
QM activities is to set equipment conditions that preclude quality defects, based on the
basic concept of maintaining perfect equipment to maintain perfect quality of products.
The condition are checked and measure in time series to very that measure values are
within standard values to prevent defects. The transition of measured values is watched
to predict possibilities of defects occurring and to take counter measures before hand.
Policy :
Target :
Data requirements :
Quality defects are classified as customer end defects and in house defects. For
customer-end data, we have to get data on
In-house, data include data related to products and data related to process
PILLAR 6 - TRAINING :
It is aimed to have multi-skilled revitalized employees whose morale is high and who has
eager to come to work and perform all required functions effectively and independently.
Education is given to operators to upgrade their skill. It is not sufficient know only "Know-
How" by they should also learn "Know-why". By experience they gain, "Know-How" to
overcome a problem what to be done. This they do without knowing the root cause of
the problem and why they are doing so. Hence it become necessary to train them on
knowing "Know-why". The employees should be trained to achieve the four phases of
skill. The goal is to create a factory full of experts. The different phase of skills are
Policy :
Target :
1. Achieve and sustain downtime due to want men at zero on critical machines.
2. Achieve and sustain zero losses due to lack of knowledge / skills / techniques
1. Setting policies and priorities and checking present status of education and
training.
2. Establish of training system for operation and maintenance skill up gradation.
3. Training the employees for upgrading the operation and maintenance skills.
Office TPM should be started after activating four other pillars of TPM (JH, KK, QM, PM).
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. Office TPM addresses twelve major
losses. They are
1. Processing loss
2. Cost loss including in areas such as procurement, accounts, marketing,
sales leading to high inventories
3. Communication loss
4. Idle loss
5. Set-up loss
6. Accuracy loss
A senior person from one of the support functions e.g. Head of Finance, MIS, Purchase etc should
be heading the sub-committee. Members representing all support functions and people from
Production & Quality should be included in sub committee. TPM co-ordinate plans and guides
the sub committee.
1. Providing awareness about office TPM to all support departments
2. Helping them to identify P, Q, C, D, S, M in each function in relation to plant
performance
6. Make up an activity board where progress is monitored on both sides - results and
actions along with Kaizens.
Inventory reduction
Lead time reduction of critical processes
Improving the office efficiency by eliminating the time loss on retrieval of information,
by achieving zero breakdown of office equipment like telephone and fax lines.
P Q C D S M in Office TPM :
P - Production output lost due to want of material, Manpower productivity, Production output lost
due to want of tools.
Q - Mistakes in preparation of cheques, bills, invoices, payroll, Customer returns/warranty
attributable to BOPs, Rejection/rework in BOP's/job work, Office area rework.
C - Buying cost/unit produced, Cost of logistics - inbound/outbound, Cost of carrying inventory,
Cost of communication, Demurrage costs.
D - Logistics losses (Delay in loading/unloading)
Delay in delivery due to any of the support functions
Delay in payments to suppliers
Delay in information
1. Initial stages machines are more and manpower is less, so the help of commercial
departments can be taken, for this
2. Office TPM can eliminate the lodes on line for no material and logistics.
This is essential, but only after we have done as much as possible internally. With
suppliers it will lead to on-time delivery, improved 'in-coming' quality and cost reduction.
With distributors it will lead to accurate demand generation, improved secondary
distribution and reduction in damages during storage and handling. In any case we will
have to teach them based on our experience and practice and highlight gaps in the
system which affect both sides. In case of some of the larger companies, they have
started to support clusters of suppliers.
Target :
1. Zero accident,
2. Zero health damage
3. Zero fires.
In this area focus is on to create a safe workplace and a surrounding area that is not
damaged by our process or procedures. This pillar will play an active role in each of the
other pillars on a regular basis.
A committee is constituted for this pillar which comprises representative of officers as
well as workers. The committee is headed by Senior vice President ( Technical ). Utmost
importance to Safety is given in the plant. Manager (Safety) is looking after functions
related to safety. To create awareness among employees various competitions like
safety slogans, Quiz, Drama, Posters, etc. related to safety can be organized at regular
intervals.
Conclusion:
Today, with competition in industry at an all time high, TPM may be the only thing that
stands between success and total failure for some companies. It has been proven to be
a program that works. It can be adapted to work not only in industrial plants, but in
construction, building maintenance, transportation, and in a variety of other situations.
Employees must be educated and convinced that TPM is not just another "program of
the month" and that management is totally committed to the program and the extended
time frame necessary for full implementation. If everyone involved in a TPM program
does his or her part, an unusually high rate of return compared to resources invested
may be expected.
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