Total Quality Managment - TPM - final year B.E.cs - Presented by DR. K. BARANIDHARAN, SAIRAM INSTITUTE OF MANAGMENT STUDIES (sims) SRI SAI RAM INSTITUTE OF TECHNILIGY (sit) CHENNAI

1. TOTAL
PRODUCTIVE
MAINTENANCE
Collected by
Dr. K. BARANIDHARAN
Asst. Prof in Management Studies
Sri Sairam Institute of Technology
Chennai
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2. TPM
TOTAL PRODUCTIVE MAINTENANCE ….
GOAL
Increase production
while, at the
same time,
increasing
employee morale
and job
satisfaction.
MKS/TPM/RKFL/01-2008
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3. TOTAL PRODUCTIVE MAINTENANCE ….
TPM
Why we need TPM ?
The major objectives of the TPM are listed as
under :
1. Avoid wastage in quickly changing
environment.
2. Reduce Cost of Manufacturing.
3. Produce a low batch quantity at the
earliest possible time.
4. Goods send to Customers must be “
non – defective”
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4. Introduction
 Total productive
maintenance (TPM ) originated in Japan
in 1971 as a method for improved
machine availability through better
utilization of maintenance and production
resources.
 TPM is a maintenance process developed
for improving productivity by making
processes more reliable and less
wasteful.TPM is an extension of
TQM(Total Quality Management)
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5. Why TPM ?
• TPM was introduced to achieve the following
objectives. The important ones are listed below.
– Avoid wastage in a quickly changing
economic environment.
– Producing goods without reducing product
quality.
– Reduce cost.
– Produce a low batch quantity at the earliest
possible time.
– Goods send to the customers must be non
defective.
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6. What is TPM?
“Strategy of TPM is to change the attitude
from “I use, You maintain” to “I use, I
maintain”.
Think about how to Increase production
and reduced cost by reducing or
eliminating loss, and this is the TPM.
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7. Objectives of TPM
• To improve equipment effectiveness
– TPM examines the effectiveness of facilities by
identifying and examining all loses.
Example: Downtime loses, Speed loses, and defect
loses.
• To achieve autonomous Maintenance
– TPM allows the people who operate equipment to
take responsibility of the maintenance tasks.
• To train all staff in relevant maintenance skills
– TPM places a heavy emphasis on appropriate and
continuous training to all operating and maintenance
staffs
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8. Objectives of TPM
 To plan maintenance
– TPM has a systematic approach to all
maintenance activities.
 To achieve early equipment management
– TPM aims to move towards zero
maintenance through “Maintenance
Prevention”.
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9. MAINTENANCE
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10. MAINTENANCE….
MAINTENANCE
The Management, control, execution and
quality assurance of activities which
ensure the achievement of optimum
availability and performance of a
plant in order to meet business
objectives.
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11. Maintenance –
Objectives :
• To enable product and service quality, and customer satisfaction
through healthy equipments
• Maximize useful life of the equipments
• Prevent unsafe working
• Minimize process variability
• Reduce the operational attributable to the equipments
• Minimize frequency and severity of equipment interruptions
• Maximize the productiveSAIRAM INSTITUTE OF TECHNOLOGY &
capacity of the equipment resources
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12. Why Maintenance is critical ?
 Operational cost is one of the key differentiators
 Machine would work only if people work
 Ever increasing dependence on technology and
machines due to higher levels of automation
 Specialized technology calls for specialized
maintenance skills
 A good maintenance system can result into an effective
inventory control for spare parts
 Maintenance is no longer viewed as reaction to
machine breakdowns, the role is to participate in
quality and productivity enhancement
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13. Types (Phases) of Maintenance –
 Breakdown Maintenance (Pre 1950s) – to set the
machine right when in trouble
 Preventive Maintenance (1950s) – establish a
maintenance system to improve machine
performance
 Productive Maintenance (1960s) – recognizing
importance of maintenance (1960s), reliability
(1962), maintainability engineering (1962) and
economic efficiency (engineering economy)
 Total Productive Maintenance (1970s) – productive
maintenance efficiency through a comprehensive
system based on respect on INSTITUTE OF
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employee participation

14. Maintenance Decisions –
• Centralized vs. Decentralized Departmentalization
– general or specific skills, physical location, etc.
• In House vs. Outsourced System – cost factors,
convenience, skill required, etc.
• Standby Equipments – cost of maintenance (of the
main as well as stand by), time for maintenance,
need for reliability, etc.
• Repair vs. Replacement – cost factors,
performance assurance, etc.
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15. The Evolution of Maintenance
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16. Pillars of TPM
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17. Pillars of TPM
 PILLAR 1 - Autonomous
Maintenance
 A collaborative team activity involving production,
maintenance, and engineering
 Maintaining Basic conditions on shop floor & in Machines.
 All over participation through TPM Circles.
Example: 5 S’, JH ZEN ( Autonomous maintenance ), etc.,
 An approach that
 Develops operating and maintenance skills
 Strengthens communication and cooperation
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18. Steps in JH ZEN :
 Conduct initial cleaning/inspection
 Eliminate sources of contamination
 Establish provisional standards
 Develop general inspection training
 Conduct general inspections
 Improve workplace management and control
 Participate in advanced improvement
activities
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19. Steps in JISHU HOZEN:
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20. Pillars of TPM
• PILLAR 2 - Focused
Improvement
• Improvement on every one’s activity.
• Improvement is to eliminate Production losses
and cost reduction.
• Improvement in Reliability, Maintainability, and
cost.
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21. Pillars of TPM
• PILLAR 3 - Planned Maintenance
– Logical analysis “Real causes for real counter measures”.
– Focus on Prevention.
– It is aimed to have trouble free machines and equipments producing
defect free products for total customer satisfaction.
Example: Preventive Maintenance, Breakdown Maintenance, etc.,
• 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, select equipment, parts and
members and map out plan.
– Prepare predictive maintenance system by introducing equipment
diagnostic techniques.
– Evaluation of planned maintenance.
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23. Pillars of TPM
PILLAR 4 - Quality Maintenance
Developing perfect machine for perfect Quality.
Eliminating In – Process defects and custom complaints.
Policy :
Defect free conditions and control of equipments.
QM activities to support quality assurance.
Focus of prevention of defects at source
Focus on POKA-YOKE. ( fool proof system )
In-line detection and segregation of defects.
Effective implementation of operator quality assurance.
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24. Pillars of TPM
• PILLAR 5 - Education & Training
– Skills development for uniformity of work practices on machines.
– Skills for Zero defects, Zero breakdowns & Zero accidents.
– Multi Skilled employees in all departments
• Steps in Educating and training activities :
– Setting policies and priorities and checking present status of education and
training.
– Establish of training system for operation and maintenance skill up
gradation.
– Training the employees for upgrading the operation and maintenance skills.
– Preparation of training calendar.
– Kick-off of the system for training.
– Evaluation of activities and study of future approach.
– A clear understanding of the criteria for judging normal and abnormal
conditions
– The ability to quickly respond to any and all abnormalities
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25. Pillars of TPM
• Four Levels of Skills
– Level 1: Lack both theoretical and practical ability (needs to be
taught)
– Level 2: Knows theory but not in practice
– Level 3: Has mastered practice but not theory
– Level 4: Mastered both practice and theory
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26. Pillar s of TPM
 PILLAR 6 - Development Management
 Developing machines for “high equipment effectiveness”.
 Quick process for developing new products.
Example: KAIZEN
 Kaizen Policy :
 Practice concepts of zero losses in every sphere of activity.
 relentless pursuit to achieve cost reduction targets in all
resources.
 Relentless pursuit to improve over all plant equipment
effectiveness.
 Extensive use of PM analysis as a tool for eliminating losses.
 Focus of easy handling of operators.
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27. Pillars of TPM
 PILLAR 7 - Safety, Health &
Environment
 Zero accidents and Zero hazards at
works.
 Zero Pollution at Plant and
Environment.
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28. Pillars of TPM
• PILLAR 8 - Office TPM
– 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
– Plans & Guidelines:
– 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.
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29. Pillars of TPM
• P Q C D S M in Office TPM :
– P - Production output lost due to 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
– S - Safety in material handling/stores/logistics, Safety of soft and hard
data.
– M - Number of Kaizens in office areas
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30. Steps in introduction of TPM in a organization
Stage Step (Nakajima’s 12 Steps)
Preparation Stage Step 1:Announce top management’s decision to introduce
TPM
Step 2:Introductory education campaign
Step 3:TPM Promotion
Step 4:Establish basic TPM policies and goals
Step 5: Preparation and Formulation of a master plan
Preliminary Implementation Stage Step 6:TPM kick-off
TPM Implementation Stage Step 7:Develop an equipment management program
Step 8:Develop a planned maintenance program
Step 9:Develop a autonomous maintenance program
Step 10:Increase skills of production and maintenance
personnel
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management program
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31. Implementation of TPM
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32. Steps in introduction of TPM in
a organization
 Step 1: Announce top
management’s decision to
introduce TPM
– State TPM objectives in a company
newsletter
– Place articles on TPM in the company
newspaper
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33. Steps in introduction of TPM in
a organization
 Step 2: Introductory education
campaign
 Seminars for managers
 Slide presentations for all employees
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34. Steps in introduction of TPM in
a organization
 Step 3:TPM Promotion
– Special committees at every level to promote
TPM
– Establish an organizational structure
– Newsletters
– Articles
– Videos
– Posters
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35. Steps in introduction of TPM in
a organization
 Step 4: Establish basic TPM
policies and goals
 Analyze existing conditions
 Set goals
 Goals that are Result oriented, Specific,
Measurable, Attainable and Realistic
 Predict
 TPM policies and goals should be very much
clear to everyone involved in TPM
implementation results. OF
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36. Steps in introduction of TPM in a organization
• Step 5: Preparation and Formulation of a
master plan
– A master plan lays out your goals, what you will do to
achieve them and when you will achieve them
– Detailed plans for each pillar have to be prepared
– This activity can be carried out by a consultant, plant
personnel, or both.
– Consultant involvement typically begins with a plant
visit to observe production operations, learn about
the equipment (type, function, condition, problems
and losses etc.), study maintenance operations
(structure, size and tasks etc.), gauge orderliness and
cleanliness in the plant, and talk to employees to
determine their motivation and attitude
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37. Program Development Master
Plan
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38. Steps in introduction of TPM in a
organization
 Step 6: TPM kick-off
 The main kick-off to TPM should take
the form of a formal presentation
(feasible study Report)with all
the employees attending
 This opportunity can be used to gain
the full support of the employees
 Invite external customers, affiliated
and subcontracting companies
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39. Steps in introduction of TPM in a organization
• Step 7: Develop an equipment management program
– The tools of total quality management and continuous improvement are
applied to the management and improvement of equipment
– Form project teams
– Select model equipment
- Identify equipment problems
- Analyze equipment problems
- Develop solutions and proposals for improvement
– Typical membership of a team
- Five to seven operators
- A maintenance person
- A technical expert
– Tools
- Pareto
- Cause & effect
- Root cause
- Methods analysis
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40. Steps in introduction of TPM in a
organization
• Step 8: Develop a planned maintenance
program
– Set up plans and schedules to carry out work on
equipment before it breaks down, in order to
extend the life of the equipment
– Include periodic and predictive maintenance
– Include management of spare parts and tools
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41. Steps in introduction of TPM in a
organization
• Step 9: Develop a autonomous maintenance
program
– A handing-over of maintenance tasks from
specialized maintenance personnel to production
operators
– Tasks to hand over
- Cleaning
- Lubricating
- Inspecting
- Set-up and adjustment
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42. A Chart for Autonomous Maintenance
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43. Steps in introduction of TPM in a
organization
• Step 10: Increase skills of production and
maintenance personnel
– The training sessions must be planned shortly
after the kick-off presentation
– 2 major components
- soft skills training
- technical training
– Train leaders together
– Have leaders share information with group
members
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44. Training Skill Development Matrix
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45. Steps in introduction of TPM in a organization
• Step 11: Develop early equipment management program
– The principle of designing for maintenance prevention can be
applied to new products, and to new and existing machines
– New products must be designed so that they can be easily
produced on new or existing machines
– New machines must be designed for easier operations,
changeover and maintenance
– Existing machines:
- analyze historical records for
- trends of types of failures
- frequency of component failures
- root causes of failures
- determine how to eliminate the problem and reduce
maintenance through an equipment design change or by
changing the process
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46. Steps in introduction of TPM in a
organization
• Step 12: Perfect TPM implementation and raise TPM levels
– Evaluate for the PM Award: The Japanese Institute for Productive
Maintenance runs the annual PM Excellence Award. They provide a
checklist for companies applying for the award
– Set higher goals
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47. 6 Big Loses
Six Big Loss Loss Category Examples Comment
Category
Breakdowns Down Time Loss Tooling Failures There is flexibility
Unplanned on where to set the
Maintenance threshold between
General a Breakdown
Breakdowns (Down Time Loss)
Equipment Failure and a Small Stop
(Speed Loss).
Setup and Down Time Loss Setup/Changeover This loss is often
Adjustments Material Shortages addressed through
Operator Shortages setup time
Major Adjustments reduction
Warm-Up Time programs.
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48. 6 Big Loses
Six Big Loss Loss Category Examples Comment
Category
Small Stops Speed Loss Obstructed Product Typically only
Flow includes stops that
Component Jams are under five
Misfeeds minutes and that
Sensor Blocked do not require
Delivery Blocked maintenance
Cleaning/Checking personnel.
Reduced Speed Loss Rough Running Anything that
Speed Under Nameplate keeps the process
Capacity from running at its
Under Design theoretical
Capacity maximum speed
Equipment Wear (a.k.a. Ideal Run
Operator Rate or Nameplate
Inefficiency Capacity).
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49. 6 Big Loses
Six Big Loss Loss Category Examples Comment
Category
Startup Quality Loss Scrap Rejects during
Rejects Rework warm-up, startup
In-Process Damage or other early
In-Process production. May be
Expiration due to improper
Incorrect Assembly setup, warm-up
period, etc.
Production Quality Loss Scrap Rejects during
Rejects Rework steady-state
In-Process Damage production.
In-Process
Expiration
Incorrect Assembly
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50. Benefits of TPM
• The properly implemented TPM has made excellent progress
in a number of areas. These include;
• Increased equipment productivity
• Improved equipment reliability
• Reduced equipment downtime
• Increased plant capacity
• Extended machine line
• Lower maintenance and production costs
• Approaching zero equipment-caused defects
• Improved team work between operators and maintenance
people
• Enhanced job satisfaction
• Improved return on investment
• Improved safety
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51. Thank you
Collected by
Dr. K. BARANIDHARAN
Asst. Prof in Management Studies
Sri Sairam Institute of Technology
Chennai
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