Total Productive Maintenance Carefully made PPT.

1. z
Introduction To
Total Productive
Maintenance
Prepared By:
Ashish Trivedi – Lead Engineer Production
Nayan Prajapati – Engineer N.F. Ashapura Perfoclay Limited- Bhuj

2. z
Evolution of TPM:
 1940 – Breakdown Maintenance ( If it isn't broken, don’t fix it)
 1950 – Preventive Maintenance ( Time based Maintenance)
 1960 – Productive Maintenance ( Condition Monitoring, Maintability
improvement )
 1970 – TPM (Productive Maintenance + Total Employee
Participation)
 1980 – Predictive Maintenance ( Condition based Maintenance)
 1990 – Maintenance Prevention Design
 2000 – TPM in “The Factory of The Future”
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3. z
Concept of TPM:
 There are many definition of TPM but most simple one is this:
 TPM is a philosophy of manufacturing that focuses on the effective
relationship of workers to equipment and meaning (identity) &
elimination of waste.
 Total Productive Maintenance is a holistic approach to equipment
maintenance that integrates maintenance activities with the
manufacturing process. It seeks to reduce time and production waste,
eliminate small stops and breakdowns, eradicate workplace accidents
and achieve perfect production. As a lean manufacturing strategy and
cornerstone of loss reduction, TPM manufacturing depends on your
workers taking proactive measures to prevent downtime and
environmental issues, as well as encourage a safe and healthy work
environment—all while improving productivity.
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4. z Why Implement TPM in Your Factory?
•A goal of TPM is to keep machines running in their optimal condition. By properly maintaining
equipment and proactively mitigating wear and breakdown risks, plant managers can reduce
the amount of scrap and product defects that result from the process.
Reduce waste and
product defects
•TPM calls for workers to actively step up and take care of their equipment—even before an
issue arises. As a result, workers are accomplishing much more than just clocking into the
factory each day. Rather, they’re taking greater ownership of their machines, which adds a
valuable social aspect to their job function.
Empower your workers
•Expanding on the previous point, TPM minimizes manufacturing scrap and product defects,
reducing material costs. Maximizing uptime through proper equipment care also means you
can ship goods quickly once they come off production lines, which lowers your inventory
costs.
Reduce operating costs
• TPM seeks to eliminate health and safety risks, leading to a safer workplace that has
no adverse effects on workers’ physical or mental health.
Minimize safety issues
• By nature, less equipment breakdowns means your machines are running
for longer periods of time, increasing your overall output.
Increase productivity
rates
• TPM requires taking preventative, rather than just reactive, quality checks, ensuring all
systems and processes are contributing to the production of high-quality products.
Not only does this reduce the amount of product defects, but it can also minimize the
amount of customer complaints.
Take a proactive
approach to quality
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5. z
The Goals of TPM
 Based on the discussed reasons, we can say that the goal of TPM
manufacturing is to eliminate the following plant issues in order to
achieve a perfect production:
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Perfect
Production
•Equipment
breakdowns
•Product
defects and
scrap
•Small stops or
slow-running
machinery
•Safety and
environmental
issues

6. z The True Cost of Maintenance:
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Easy to measure
Low Impact on
Profit
Labour,
Material/spares,
outside services
Change overs
Setup & Adjust
Idling and minor
stoppages
Breakdown
Running at
Reduced Speed
Start up
losses
Late Delivery
Ineffective use
of skill
Poor Image
Low Flexibility
Difficult to
measure
High Impact on
Profit

7. z The eight TPM Pillars
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8. z Focused Improvement
 All operators and technical personnel are encouraged to work together with the
common goal of achieving regular improvements in equipment operation. These
continuous improvement activities—also known as “kaizen” from a lean
manufacturing perspective—go a long way toward identifying and resolving recurring
production issues.
 This pillar supports all the other TPM pillars, as it can help plant managers determine
which aspect of their manufacturing operation needs improvement based on the
company’s overall vision. For example, one company may want to reduce the number
of safety incidents, while another may want to reduce its raw material cost per ton.
Once a goal is identified, this pillar supports various plans of action that can maximize
equipment efficiency and reduce operational losses.
 These activities can include:
● Implementing root cause analyses (RCA) to eliminate breakdowns.
● Creating quality management matrices to identify quality issues.
● Instituting recurring kaizen-based meetings to manage teams and brainstorm
solutions.
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