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1. Welcome to our Presentation
Total Productive Maintenance (TPM)
Presented by:
Rashmita Tripathy
Kristen Hammel

2. CONTENTS OF TPM
Introduction
Why TPM?
History of TPM
Similarities and differences between TQM and TPM
Types of maintenance
Steps in introduction of TPM in an organization
Pillars of TPM
Goals of TPM
TPM targets
Example of OEE Calculation
Benefits of implementing a TPM system
Difficulties faced in TPM implementation
Conclusion
Reference list

3. INTRODUCTION TO TPM
TPM is keeping the plant and equipment at
its highest level through cooperation of all
areas of the organization.
The first part of TPM involves breaking
down the barriers between maintenance
and production personnel so they are
working together.
A common objective of TPM is peak
performance or total productivity.

4. TPM ?
Total Productive Maintenance can be considered
the medical science of machines
The idea behind TPM is to markedly increase
production while at the same time increasing
employee morale and job satisfaction.
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
integral part of the manufacturing process.
The goal is to hold emergency and unscheduled
maintenance to a minimum.

5. Why TPM ?
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 sent to the customers must be
non-defective.

6. History of TPM
TPM is a innovative Japanese concept,
and 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 the United
States.
Nippondenso was the 1st company to
introduce plant wide preventive
maintenance in 1960.

7. History of TPM
Preventive maintenance is the concept wherein
operators produced goods using machines and the
main group was dedicated with work of maintaining
those machines.
However maintenance became a problem as more
personnel were required, so management decided that
the routine maintenance of equipment would be carried
out by the operators (this is autonomous maintenance,
which is one of the features of TPM).
Nippondenso which already followed preventive
maintenance also added Autonomous maintenance
done by production operators.
This lead to maintenance prevention, thus preventive
maintenance along with maintenance prevention and
maintainability improvement gave birth to Productive
Maintenance.

8. Similarities & Differences between
TQM & TPM
The TPM program closely resembles
the popular TQM program. Many of
the tools such as employee
empowerment, benchmarking,
documentation, etc. used in TQM are
used to implement and optimize TPM.

9. Similarities
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.

10. Differences
TQM’s objective is Quality (Output and
effects) and TPM’s objective is Equipment
(Input and cause).
TQM obtains goals by systematizing the
management and it is software oriented
and TPM obtains goals by employee
participation and it is hardware oriented.
TQM’s target is quality for PPM and TPM’s
target is elimination of losses and wastes.

11. Types of Maintenance
Breakdown maintenance: it means that people wait
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.
Preventive maintenance: It is a daily maintenance (
cleaning, inspection, oiling and re-tightening ),
design to retain the healthy condition of equipment
and prevent failure through the prevention of
deterioration, periodic inspection or equipment
condition diagnosis, to measure deterioration. It is
further divided into periodic maintenance and
predictive maintenance. Just like human life is
extended by preventive medicine, the equipment
service life can be prolonged by doing preventive
maintenance.

12. Types of Maintenance
Periodic maintenance: Time based maintenance
consists of periodically inspecting, servicing and
cleaning equipment and replacing parts to prevent
sudden failure and process problems.
Predictive maintenance: 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.

13. Types of Maintenance
Corrective maintenance: It improves equipment
and its components so that preventive
maintenance can be carried out reliably.
Equipment with design weakness must be
redesigned to improve reliability or improving
maintainability.
Maintenance prevention: It indicates the design
of a new equipment. Weakness of current
machines are sufficiently studied ( on site
information leading to failure prevention, easier
maintenance and prevents of defects, safety and
ease of manufacturing ) and are incorporated
before commissioning a new equipment.

14. Steps in introduction of TPM in a
organization – Preparatory Stage
(Step A)
Step 1: Announcement by Management to all
about TPM introduction in the organization. Proper
understanding, commitment and active
involvement of the top management in needed for
this step. Senior management should have
awareness programs, after which announcement
is made to all. Publish it in the house magazine
and put it in the notice board. Send a letter to all
concerned individuals if required.
Step 2: Initial education and propaganda for TPM.
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.

15. Step A - Preparatory Stage
Step 3: Setting up TPM and departmental
committees. TPM includes improvement,
autonomous maintenance, quality maintenance
etc., as part of it. When committees are set up it
should take care of all those needs.
Step 4: Establishing the TPM working system and
target. Now each area is benchmarked and fix up
a target for achievement.
Step 5: A master plan for institutionalizing. Next
step is implementation leading to institutionalizing
wherein TPM becomes an organizational culture.
Achieving PM award is the proof of reaching a
satisfactory level.

16. Step B – Introduction Stage
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.

17. BREAK!!!!!

18. STEP C – IMPLEMENTATION
STAGE
In this stage – 8 pillars of TPM activity
are carried out.
Establish the system for production
efficiency.
Improve administrative efficiency.
Control safety, sanitation in working
environment.

19. PILLARS OF TPM

20. PILLAR 1 – 5S
TPM starts with 5S.
Sorting, Systematize, Shining,
Standardize, Self - Discipline.
Problems cannot be seen when
workplace is unorganized.
Cleans and organizes the workplace.
Makes problems visible.

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22. PILLAR 2: AUTONOMOUS
MAINTENANCE
Geared towards developing operators
for small maintenance tasks.
Frees up more skilled workers to
focus on more valuable activity and
technical repairs.
Maintenance of equipment by
operators to prevent deterioration.

23. PILLAR 3: Kaizen (Kai=change Zen=good)
Principle: very large number of small
improvements are more effective in
an organizational environment than a
few improvements of large value.
Systematically reduces losses and
inefficiencies in the workplace.
Can also be applied in production and
administrative areas.
Requires no or little investment.

24. PILLAR 4: PLANNED
MAINTENANCE
Aimed to have trouble free machines
and equipments.
Produces defect free products for
total customer satisfaction.
Achieves and maintains availability
and reliability of machines.
Reduces inventory.

25. PILLAR 5: QUALITY
MAINTENANCE
Highest quality through defect-free
manufacturing.
Focus is on quality control – eliminate
current quality concerns, then move
to potential quality concerns.
Maintains perfect equipment to have
perfect quality of products.

26. PILLAR 6: TRAINING
Aimed to have multi-skilled
employees who perform all functions
effectively and independently.
Know-How: can be learned through
experience and how to overcome a
problem.
For Know-Why: education given to
operators to know the root cause of
the problem.
Increases productivity.

27. PILLAR 7: OFFICE TPM
Includes analyzing processes and
procedures towards increased office
automation.
Must be followed to improve
productivity and efficiency in the
administrative functions.
Identifies and eliminates losses.
Involves all parties towards TPM
which improves processes.

28. PILLAR 8: SAFETY, HEALTH &
ENVIRONMENT
Target – zero accident, zero health
damage, zero fires.
Focus is to create a safe workplace
and protect the environment
Usually a committee is created for this
which includes officers as well as
workers.

29. GOALS OF TPM
Zero breakdowns, zero accidents, and zero
defects – performance, safety, and quality.
Promote TPM through motivational
management.
Maintains and improves equipment capacity.
Maintains equipment for life.
Uses support from all areas of the operation.
Encourages input from all employees.
Uses teams for continuous improvement.
Increases employee morale and job satisfaction.
Holds emergency and unscheduled
maintenance to a minimum.

30. TPM TARGETS
P
Obtain Minimum 80% OPE.
Obtain Minimum 90% OEE.
Run the machines even during launch.
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 an accident free environment.
M
Increase the suggestions by 3 times. Develop multi-skilled and
flexible workers.

31. Overall Plant Efficiency (OPE)
Function of 3 factors:
- Management losses (losses due to
want of tools, raw materials, men etc)
- Scheduled downtime (preventive
maintenance activity, meetings etc)
- Overall Equipment Efficiency
(measures both effectiveness and
efficiency of the equipment).

32. Overall Equipment Efficiency (OEE)
Incorporates 3 basic indicators of
equipment performance and reliability.
1. Availability (tool change, tool service) (A)
2. Performance efficiency (in terms of
capacity) (E)
3. Rate of quality output (Q).
Thus, OEE is measured as the product of
the decimal equivalent of the three
previous metrics using the equation
OEE= A X E X Q

33. 6 major losses measured by TPM
Downtime Losses
1. Planned
a. Start-ups
b. Shift changes
c. Coffee and launch breaks
d. Planned maintenance shutdowns
2. Un planned Downtime
a. Equipment breakdown
b. Changeovers
c. Lack of material
Reduced Speed Losses
3. Idling and minor stoppages
4. Slow-downs
Poor Quality Losses
5. Process nonconformities
6. Scrap

34. OEE Model

35. Availability
Availability is proportion of time machine
which is actually available out of time it
should be available.
Downtime losses are measured by
equipment availability using the equation
A = (T/P) X 100
Where A = availability
T = operating time (P-D)
P = planned operating time
D = downtime

36. Performance Efficiency
The second category of OEE is
performance.
Reduced speed losses are measured by
tracking performance efficiency using the
equation
E = ((C X N) / T) X 100
Where E = performance efficiency
C = theoretical cycle time
N = processed amount (quantity)

37. Rate of Quality Product
It is third category of OEE.
It is percentage of good parts out of total
produced.
Poor quality losses are measured by
tracking the rate of quality products
produced using the equation
R = ((N - Q) / N) X 100
Where R = rate of quality products
N = processed amount (quantity)
Q = nonconformities

38. Example of OEE Calculation
Last week’s production numbers on machining center
JL58 were as follows:
Scheduled operation = 10 hours/day; 5 days/week
Manufacturing downtime due to meetings, material
outages, training, breaks, and so forth = 410
minutes/week
Maintenance downtime scheduled and equipment
breakdown = 227 minutes/week
Theoretical (standard) cycle time = 0.5
minutes/unit
Production for the week = 4450 units
Defective parts made = 15 units

39. OEE Calculation – Contd.
P = 10 hours/day X 5 days/week X 60
minutes/hour = 3000 minutes/week
D = 410 minutes/week + 227 minutes/week = 637
minutes/week
T = (P-D) = 3000 – 637 = 2363 minutes
A = (T / P) X 100 = (2363 / 3000) X 100 = 78.8%
E = ((C X N) / T) X 100 = ((0.5 X 4450) / 2363) X
100 = 94.2%
R = ((N - Q) / N) X 100 = ((4450 - 15) / 4450) X
100 = 99.7%
EE = A X E X R = 0.788 X 0.942 X 0.997 = 0.740
or 74.0%

40. DIRECT BENEFITS OF TPM
Increases productivity and OPE (Overall
Plant Efficiency) by 1.5 or 2 times.
Rectifies customer complaints.
Reduces the manufacturing cost by 30%.
Satisfies the customer needs by 100%
(Delivering the right quantity at the right
time, in the required quality).
Reduces accidents.
Follows pollution control measures.

41. INDIRECT BENEFITS OF TPM
Higher confidence level among the
employees.
Keeps the work place clean, neat,
and attractive.
Favorable change in the attitude of
the operators.
Achieves goals by working as team.
Shares knowledge and experience.
The workers get a feeling of owning
the machine.

42. DIFFICULTIES FACED IN TPM
IMPLEMENTATION
Typically people show strong resistance to
change.
Many people treat it just another “Program of the
month” without paying any focus and also doubt
about the effectiveness.
Not sufficient resources ( people, money, time,
etc.) and assistance provided.
Insufficient understanding of the methodology and
philosophy by middle management.
TPM is not a “quick fix” approach, it involves
cultural change to the ways we do things.
Departmental barrier existing within Business Unit.
Many people considered TPM activities as
additional work/threat.

43. CONCLUSION
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 adopted to work not only in
industrial plants, but in construction,
building maintenance, transportation, and
in a variety of other situations.
TPM is not merely a concept but a practical
and down-to-earth technique for achieving
significant savings and increase in profits.

44. Reference List
http://www.reliabilityweb.com/art05/tpm.htm
http://en.wikipedia.org/wiki/Total_Productive
_Maintenance
http://www.siliconfareast.com/tpm.htm
http://www.epa.gov/lean/thinking/tpm.htm
http://www.plant-
maintenance.com/articles/tpm_intro.shtml