TPM and the effect of health and safety

TPM AND THE EFFECT OF
HEALTH AND SAFETY, FOR THE
RENEWABLE SECTOR
THIS THESIS IS SUBMITTED IN PARTIAL FULFILMENT FOR THE B.ENG IN
ENGINEERING MANAGEMENT UNDER THE AUSPICES OF THE UNIVERSITY OF
THE WEST OF SCOTLAND
MAY 25, 2015
Submitted By
Martin Munsie
B00207986

i
I.1 ACKNOWLEDGEMENTS
I wouldlike tothankthe staff at UWS forthe time andeffortall of themtookduringtheirinputs
throughoutmeetings,discussionsand guidance duringthe creationof the literature review andin
advisingapplicable methodsinwhichtofurtherthe project.
I wouldalsolike tothankthe two membersof industry whoinvestedtheirtime andeffortintonot
onlyansweringthe questionnaireswhichledtothe developmentof the case studiesbutalsoin
helpingtodevelopthe understandingbetweenmaintenance,HSandtheirrelationshipand
applicabilitytoindustry.
I.2 DECLARATION OFAUTHENTICITY
I, Martin Munsie,herebydeclarethatthe project entitled:
TPM AND THE EFFECT OF HEALTH AND SAFETY – FOR THE RENEWABLE SECTOR
Submittedbyme inpartial fulfilmentforthe B.Eng. inEngineeringManagementmyownworkand I
have not contravenedUniversityregulationsinsubmittingthisproject.Inparticular,Iam aware of
the Universityregulationsonplagiarism, cheatingandcollusion,andamaware of the potential
consequencesof anybreachof regulationsinthisregard.
Dated:Monday 25th
of May 2015
X
Martin Munsie

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I.3 ABSTRACT
The aim of thisprojectis to establishalinkbetweenhealthandsafetyandamaintenance
methodology –namelyTotal Productive Maintenance (TPM) –as isfoundapplicable tothe
renewable sector.
To carry outthe necessaryresearchaliterature review of eachof the three majoraspects of the
project– TPM, HealthandSafetyandRenewable Energy –mustbe carried outto understandthe
keyaspectsof each and to identifyanyoverlappingpointsfound.Anypreviouscase studieswould
alsoallowanalysistobe carriedout as well asaddingfurtheropinionsonthe matter.
To carry outthe firsthandresearcha small questionnaire shouldbe createdtoidentifythe opinions
of professional expertsinindustrywhocanidentify,commentonandexplainthe relationship
betweenmaintenanceandhealthandsafety. Thiswill focusinitiallyuponthe twomajorareasof
renewable energy,namelyhydropowerandwindpower. Uponcompletionthisallowsforanalysis
and discussionaswell asrecommendationsof possible furtherworktofurtherquantifythe
relationshipanditseffectsoneachaspect.

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II CONTENTS
I.1 Acknowledgements.........................................................................................................i
I.2 Declaration of Authenticity..............................................................................................i
I.3 Abstract........................................................................................................................ii
II Contents..............................................................................................................................iii
II.1 Table of Figures ............................................................................................................ iv
II.2 Glossary....................................................................................................................... vi
1 Introduction.......................................................................................................................... 1
2 Project Definition.................................................................................................................. 2
3 Literature Review.................................................................................................................. 4
3.1 Total Productive Maintenance........................................................................................ 5
3.1.1 Breakdown of TPM.................................................................................................6
3.1.2 Overall Equipment Effectiveness ........................................................................... 19
3.1.3 The Six Big Losses ................................................................................................. 22
3.1.4 Issues with TPM.................................................................................................... 24
3.2 Health & Safety............................................................................................................ 26
3.2.1 Sources of Guidance............................................................................................. 26
3.2.2 Health and Safety Culture ..................................................................................... 26
3.2.3 Institution of Occupational Safety and Health (IOSH).............................................. 28
3.2.4 How Health and Safety Effects Maintenance Policies.............................................. 30
3.3 Renewable Energy ....................................................................................................... 35
3.3.1 Hydropower......................................................................................................... 35
3.3.2 Wind Energy......................................................................................................... 43
3.3.3 Solar Power.......................................................................................................... 46
3.4 Review of Previous Case Studies................................................................................... 48
3.4.1 Total Productive Maintenance andEffectivenessof Occupational HealthandSafety
Management Systems – Wong (2001) .................................................................................. 48
3.4.2 Scottish Power (2011)........................................................................................... 49
3.5 Discussion and Conclusions .......................................................................................... 51
4 First Hand Research............................................................................................................. 52
4.1 Questionnaire.............................................................................................................. 52
4.1.1 Base Questionnaires............................................................................................. 54
4.1.2 Applicability ......................................................................................................... 58
4.2 Case Study 1................................................................................................................ 59
4.2.1 Personal Details.................................................................................................... 59

iv
4.2.2 Information of Interest ......................................................................................... 61
4.2.3 Discussion of Results............................................................................................. 62
4.3 Case Study 2................................................................................................................ 62
4.3.1 Personal Details.................................................................................................... 62
4.3.2 Information of Interest ......................................................................................... 64
4.3.3 Discussion of Results............................................................................................. 65
4.4 Discussion of Results and Conclusion ............................................................................ 65
5 Discussion, Conclusion, Future Work and Reflective Analysis ................................................. 67
5.1 Discussion ................................................................................................................... 67
5.2 Future Work................................................................................................................ 69
5.3 Reflective Analysis ....................................................................................................... 71
6 References............................................................................................................................A
7 Bibliography.......................................................................................................................... F
II.1 TABLE OF FIGURES
Figure 1 A Lean Production (2013) Diagram Showing the Traditional Model of TPM ......................... 6
Figure 2 Nakajima (1988) Preventive Medicine for Equipment = Preventive Maintenance................. 7
Figure 3 McCarthy and Rich (2015) Table Showing the Benefits of TPM ...........................................7
Figure 4 The Four Development Stages of PMand the Situationin Japan, Form Nakajima (1988) ......8
Figure 5 P - F Curve from Smith and Hawkins (2004) .......................................................................8
Figure 6 Management Support (2009) Outline of the 12 Steps of TPMImplementation.................... 9
Figure 7 A Diagram, From Industry Forum (2014) Showing the 8 Figures Supporting the TPMIdea.. 10
Figure 8 Showing the Three Phases of Autonomous Improvement – Diagram from Industry Forum. 10
Figure 9 Smith and Hawkins (2004) Abbreviated Standardise Workflow......................................... 16
Figure 10 A Simple Explanation of OEE from Lean Production (2013) ............................................. 19
Figure 11 A table from Lean Production (2013) explaining OEE...................................................... 20
Figure 12 An Example of an OEE Calculation................................................................................. 20
Figure 13 The Six Big Losses as Stated by Lean Production (2013) .................................................. 22
Figure 14 Wireman (2005)'s TPMIndicator Tree........................................................................... 24
Figure 15 Hugh and Ferrett's Key Components for Positive Health and Safety Culture .................... 27
Figure 16 Hugh and Ferrett(2007) Indications of Poor Health and Safety Culture/ Climate ............. 28
Figure 17 Hughes and Ferrett(2007) Principal Recommendationsfrom the Robens Report ............ 30
Figure 18 Hughes and Ferrett(2007) Duties of Employers to Employees........................................ 31
Figure 19 HughesandFerrett(2007) Table of EmployersDutiesasfoundinthe Managementof HS at
Work Regulations 1999............................................................................................................... 32
Figure 20 Wind Power Specific Regulations.................................................................................. 34
Figure 21 Quick Guide of Policies and Their Applicability to Certain Sectors ................................... 34
Figure 22 EDF Energy (2015) Storage Hydro Station...................................................................... 36
Figure 23 CleanTechInvestor(2014) Visual Representationof aRun of the River Hydro PowerPlant
.................................................................................................................................................. 37
Figure 24 BBC (2014) Pumped Storage Hydro Power Plant Initial Stage.......................................... 38
Figure 25 BBC (2014) Pumped Storage Hydro Power Plant Replenishing Stage ............................... 38

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Figure 26 A diagram fromOregonState UniversityShowingthe Three MainTypesof Turbines.A =
Pelton B = Francis C = Kaplan....................................................................................................... 39
Figure 27 Gilkes Diagram Giving the Useable Ranges of the Pelton, Francis and Turgo Turbines ...... 40
Figure 28 EngineeringandTechnologyMagazine (2011) PhotoDemonstratingThe Damage inSiberia
.................................................................................................................................................. 41
Figure 29 Engineering and Technology Magazine (2011) Another Angle of the Disaster .................. 41
Figure 30 Office of EnergyEfficiencyandRenewable EnergyImage ShowingaDarrieusModel
Turbine...................................................................................................................................... 43
Figure 31 Renewable UK (2015) Diagram of a Wind Turbine.......................................................... 44
Figure 32 A Photofrom the Telegraph(2015) ShowingaWindTurbine WhichCollapsedatScreggagh
Wind Farm, County Tyrone (pic: Niall Carson/PA)......................................................................... 45
Figure 33 A Photofrom the Telegraph(2015) Showingthe CollapsedWindTurbine fromAnother
Angle (pic: Niall Carson/PA)......................................................................................................... 45
Figure 34 Mail on SundayPhoto Showing a Turbine in East Ash Farm, Bradworthy ......................... 45
Figure 35 Mail on Sunday PhotoShowingA WindTurbine atWinsdonFarm, North Petherwin,
Cornwall,.................................................................................................................................... 45
Figure 36 EDF Energy (2015) Diagram Displaying a Photovoltaic Panels.......................................... 47
Figure 37 Scottish Power (2011) Operational Transformation Programme's 20 Projects.................. 49
Figure 38 Example Questions and the Aims.................................................................................. 52
Figure 39 Generic Questionnaire ................................................................................................. 54
Figure 40 Additional Section of Questionnaire for TPMBased Respondents ................................... 55
Figure 41 Additional Section of Questionnaire for Health and Safety Based Respondents............... 56
Figure 42 Additional Section of Questionnaire for Respondents Who Are Cross Trained ................. 57
Figure 43 Case Study 1 Generic Answers...................................................................................... 60
Figure 44 Case Study 1 Specialist Answers.................................................................................... 61
Figure 45 Case Study 2 Generic Answers...................................................................................... 63
Figure 46 Case Study 2 Specialist Answers.................................................................................... 64
Figure 47 ClosedEndedQuestionnaire forthe Use inQuantifyingthe EffectsEachAreaHas onthe
Relationship between HS and TPM.............................................................................................. 70

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II.2 GLOSSARY
AM AutonomousMaintenance
B Eng. Bachelorof Engineering
BM BreakdownMaintenance
CI ContinuousImprovement
CS Case Study
EPA UnitedStatesEnvironmentalProtectionAgency
HAWT Horizontal AxisWindTurbine
HS Healthand Safety
HSE Healthand SafetyExecutive
IOSH Institutionof Occupational SafetyandHealth
KPI KeyPerformance Indicator
MI MaintainabilityImprovement
OEE Overall EquipmentEffectiveness
OSH Occupational SafetyandHealth
PDM Productive Maintenance
PPE Personal ProtectiveEquipment
PVM Preventative Maintenance
RAMS RiskAssessmentandMethodStatement
SHE SafetyHealthandEnvironment
TPM Total Productive Maintenance
UWS Universityof the Westof Scotland
VAWT Vertical AxisWindTurbine

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1 INTRODUCTION
The aim of the projectisto review Total Productive Maintenance (TPM),withinthe renewable
energysector,withaside lookat Healthand Safety.The projectshould review TPManditskey
componentsaswell as sectionof healthandsafetyto provide the readerenoughbackground
informationtodevelopacompetentlevel of understanding. A review of the renewable sectorwill
alsobe necessaryaswell asthe keycomponentsinpowerplantsthatare liable tobe the focusof
any maintenance implementationonthe plant.
Followingthe review of the literature aquestionnaire will be designedtohelpgatherinformation
fromexpertsfoundinthe renewable sectorastothe keycomponentsinthe relationshipaswell as
to documentanypersonal opinionsaswell asdocumentingtheirownprofessional backgroundso
that theymaybe takenintoconsiderationwhendetailsandopinionsare compared.Due tothe lack
of researchpreviouslyintothe matteran openendedquestionnaire will be necessarysothat
respondentsare free toprovide asmuchinformationandopinionsaspossibletofurtherthe project.
The informationgatheredinthe primaryresearchsectionwill be documentedandthendiscussedso
that any keyopinionscanbe highlightedaswell asanyotherinformationof interestandcomparison
betweenthe case studieswill be made toevaluate anycontrastingorsimilaropinions.
Finallythe reportwill concludethe findingsthroughoutthe projectaswell asa recommendationto
furtherworkand a short reflective analysissectiontodocumentanyissueslearntthroughthe
progressof the project.

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2 PROJECT DEFINITION
TITLE: TPM andthe effectof HealthandSafetyforthe Renewable Sector
SUPERVISORS:PeterGriffin,JimMooney, FarhadAnvari andJamesFindlay
AIMS:
The aim of thisprojectis to establishalinkbetweenthe leanmaintenance aspectof TPMand the
Healthand Safetyaspectsinthe renewableenergyandwhetherornotany conflict,orany other
matters, arisesdue tothisrelationship.Todothisthe followingobjectiveswill needtobe met:
1. The creationof a literature survey
2. Creatingcase studiesthroughcontactwithindustry
3. A reviewof the case studiesandcomparison
4. Discussion,conclusionandfurtherwork
To do so sufficientresearchwill needtobe undertakeninthisprojectsliterature surveysectionas
well asthe developmentof aplanto furtherinvestigate the matterasan individual project.
The main data will be researchedthrough the review of secondarydataand the creationof a
literature surveywhichwill focusonthe three keyareasof thisdissertation:
1. TPM
2. RenewableEnergySector
3. Healthand Safety
The informationgatheredshouldbe derivedfromreputable sourceswithconnectionstothe
relevantinformation,forexamplethe HealthandSafetyExecutive forhealthandsafetymatters.
Primary data shall be derived fromcontactwithindustryanddiscussionwith the individuals to
understandthe relationshipbetweenthe maintenance andhealthandsafety departmentsaswell as
any differencesinculture andelsewhere. Thiswillprovideafirst-handrepresentationof the actual
case inindustryandwill be the basisof the case studiesthatwill aidinthe developmentof the
understandingof the relationshipandthe associatedimpact.
These methodsforinvestigatingthe relationshipcouldprove tolimitthe projectif the healthand
safetyrolesandthat of the maintenance managerwhere undertakenbythe one individual.Other
issuesmayinclude acompanybeingatthe veryearlystagesof implementingTPMand therefore no
real conflictor anyform of relationshipwill havedevelopedbetweenthe twomanagers.
SCOPE:
Thisprojectwill focusonmaintenance,healthandsafety (HS) aswell asthe renewablesector.In
termsof maintenance focuswill be aimedatthe TPMmethodologyof maintenance.HSandsafety
will focusongeneral healthandsafetyinthe workingplace aswell asspecialistregulationsthat
applyto eachsector.The mainemphasisof the renewable sectionwillbe tofocusitsprimaryefforts
on hydropower,windpowerandaslightelementof solarpower.
The projectwill aimto identifyanyinformationthatprovidesalinkbetweentwoormore of the
identifiedaspectsaswell asbuildingasolidfoundationof knowledge oneachindividualproject. A

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discussionsectionwill thenbe undertakentocompare andcontrast the literature foundand
opinionscanbe derivedfromsaidsection.
Followingonfromthe literature reviewaquestionnaireshall be createdtobe usedforthe use of
gatheringinformationforthe firsthandresearchsectionthatwill thenleadontothe creationof a
case study.Case studiesshall thenbe analysed,discussedandcomparedtoallow forsimilaritiesand
variances tobe identifiedanddiscussedleadingontoconclusionsof the informationgathered.
Discussionof the resultsfoundinthe literaturereview andinthe case studieswill focuson
overlappingsimilaritiesaswell asanymajordifferencesfoundandanypointsthatwere notinitially
discoveredthroughthe literature review.
Finallythere will be asectionbasedonmethodsandaimsof recommendedfuture workaswell asa
reflectivesectionthatwillanalyse andcritiquethe undertakingsof thisproject.
Out withthe scope of thisprojectis the rankingof the establishedlinksof the identifiedfactorsthat
intertwine the relationshipbetweenTPM,HS andthe renewablesector.Alsoindepthusage and
impactsof the toolsandtechniquesof bothTPMand HS are alsooutwiththe scope as onlya limited
knowledge isrequiredinthe usage of opinionsandunderstandings.Finallythisprojectwill alsonot
focuson the numberof HS relatedaccidentsthatoccurin the renewable sectorduringmaintenance
operations.

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3 LITERATURE REVIEW
To understandbetterthe subjectareaa literature review mustbe carriedoutonthe available
literature oneachsubject.The title of the project,TPMand the effectof HealthandSafetyinthe
renewable sectoridentifiesthree keyareas,TPMand leanmaintenance,HealthandSafetyand
finallythe renewablesector.
The TPM sectionshouldaimtoestablishthe objectivesandaimsof TPMas well astheykey
componentsinvolvedwithaTPMmethodologyaswell astoolsandtechniquesthatcouldbe used.
Anylimitationsshouldalsobe mentionedas these couldhave animpact on the relationship
betweenhealthandsafetyandTPM.
The HS sectionshouldaimtoestablishwhatisinvolvedwithinthe HSsector,itsaims,itspurpose
and a part about the culture thatis attachedto it.Finallythe renewable sectionshouldbe focused
on the breakdownof hydropower,windpowerandsolar,the typical definitionsinvolvedwitheach
as well ascommonmethodsof implementationaswell asasectionto furtherthe understandingof
the keycomponentsinvolvedineachpowerplantandtheirimportance.Nuclearhasbeenexcluded,
eventhoughmanyconsiderittobe a form of renewable energy,due tothe vastcomplicationsnot
onlywithinnuclearpowerplants,butwiththe complexitiesof gainingfirsthanddatadue to the
serioussecurityconcerns oftenassociatedwithnuclearpower.

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3.1 TOTAL PRODUCTIVE MAINTENANCE
Lean Production (2013) describestotal productive maintenanceas an ideathatstrivesforperfect
productionthroughthe meansof havingnobreakdowns,nodefectsandnoreductioninproduction
timesdue tomaintenance orany accidentsthatcouldoccur in the workingenvironment.
The aim of TPM isto get the workersto take pride intheirmachines.Bydoingsotheywill beginto
take more care of theirmachines,droppingthe older“We justuse it,techcan fix it”wayof thinking
and adoptinga more careful approachto theirmachinesingeneral.
Smithand Hawkins(2004) statesthat “ TPM isan initiative foroptimizingthe reliabilityand
effectivenessof manufacturingequipmentTPMisteam-based,proactivemaintenance andinvolves
everylevel andfunctioninthe organization,fromtopexecutivestothe shopfloor.”
Roberts(2011) claimsthat“The originof the term "Total Productive Maintenance"isdisputed.Some
say that itwas firstcoinedbyAmericanmanufacturersoverfortyyearsago.Otherscontribute its
origintoa maintenance programusedinthe late 1960's by Nippondenso,aJapanese manufacturer
of automotive electrical parts.SeiichiNakajima,anofficerwiththe Institute of PlantMaintenancein
Japanis creditedwithdefiningthe conceptsof TPMandseeingitimplemented inhundredsof plants
inJapan.
Booksand articlesonTPM byMr. NakajimaandotherJapanese aswell asAmericanauthorsbegan
appearinginthe late 1980's.”
Marshall Institute (2010) statedthat “The major creditforthe developmentof Total Productive
Maintenance (TPM) goesto Seiichi Nakajima,anengineerfromJapan.NakajimadevelopedTPMin
the early1970s as an outgrowthof productive maintenance––ahybrid of preventiveandpredictive
maintenance andseveral engineeringmethodscarriedoutthroughemployeeinvolvement.”
Marshall Institute (2010) go onto state that “Total Productive Maintenance hasbeenimplemented
inJapan since the 1970s withovera thousandcompaniesinvolvednow.Itmade itswayto the
UnitedStatesin1985-86 throughTennesseeEastman,adivisionof Kodak,andBaxter-Travenol(now
BaxterHealthcare).”
Nakajima(1988) statesthat “The developmentof TPMbeganin the 1970’s. The periodpriorto1950
can be referredtoasthe “breakdownmaintenance”period.”
Nakajima(1988) alsogivesa complete definitionof TPM:
1. TPM aimsto maximise OEE
2. TPM establishesathoroughsystemof PMfor the equipment’s entirelifespan
3. TPM isimplementedby variousdepartments
4. TPM involveseverysingleemployee,fromtop managementtoworkersonthe floor
5. TPM isbasedon the promotionof PMthroughmotivationmanagement
Nakajima(1998) breaksit downfurtherbystatingthat “The word “total”in “total productive
maintenance”hasthree meaningsthatdescribethe principal featuresof TMP:
1. Total effectiveness (referredtoinpoint1 above) indicatesTPM’spursuitof economic
efficiencyorprofitability.
2. Total maintenancesystem (point2) includesmaintenance prevention(MP) and
maintainabilityimprovement(MI) aswell aspreventative maintenance

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3. Total participationofall employees (points3, 4 and 5) includesautonomousmaintenance
by operatorsthroughsmall groupactivities.”
3.1.1 Breakdownof TPM
To betterunderstandTPMit isbeneficial tolookatindividual aspectsseparatelyandthenasa whole
due to the volume andcomplexitythatisinvolvedwithinthe structure.
3.1.1.1 What are theaims of TPM
Nakajima(1988) statesthat “The
dual goal of TPM iszero
breakdownsandzerodefects.”
He furthersthisbystatingthat
once the breakdownsand
defectsare eliminatedthencosts
are reducedandthat and
inventorycanbe minimised
whichleadstoan increased
labourproductivity.
Wireman(2005) discussesTPM
and states“… (TMP) involves
everyone inthe organisation
fromoperatorsto top
management,inequipment
improvement.Equipment
improvementdoesnotjustmean
incremental improvements,but
alsooptimumutilisationof the equipment.The goal istoeliminate all equipmentloses.”
By examiningbothquotesthere canbe confirmationof TPMSaims:
1. To eliminate breakdowns
2. To eliminate variationthroughpoorperformance
For a TPM methodologytomaintenance tosucceedNakajima(1988) statesthatsuccessful
implementationrequires:
1. Eliminationof the six biglossestoimproveequipmenteffectiveness
2. An autonomousmaintenance programme
3. A scheduled maintenance programforthe maintenance department
4. Increasesskillsof operationsandmaintenance personnel
5. An initial equipmentmanagementprogramme
Nakajima(1988) furtherdiscussesmaintenance asageneral ideaandstates“We like tosay that
equipmentmaintenance meansmaintainingthe healthof equipment.Preventive medicine had
Figure 1 A Lean Production (2013) Diagram Showing the Traditional Model of
TPM

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reducedthe incidence of disease andincreasedthe humanlife spansignificantly.Similarly,
preventivemedicineandhealthmaintenance forequipment.”
In the figure belowit canbe seenexactlywhatNakajimameansasthe three basicareasof both
preventativemedicineandmaintenance are comparedandexactlywhattheireffectisonthe larger
picture.
Nakajima(1988) usesthe
metaphorevenfurtherand
explainsexactlywhyoperators
are encouragedtogetinvolved
withtheirmachinesandits
functionsina TPMmethodology
to maintenance statingthat“Just
as people are responsiblefor
theirownhealth.The person
usinga piece of equipment
shouldbe responsible forits
health.Inotherwords,daily
maintenance isthe responsibility
of the equipmentoperator.”He
goeson to describe maintenance
personnel as“equipment
doctors” whoare responsible for
auditingthe machinesmuchlike
an annual healthcheck-upandpreventative repairsare essentiallyearlytreatmentforadisease.
Whenevaluatingthe costsassociatedwithdailypreventionandperiodiccheck-upsNakajima(1988)
describesthemas“…minimal”especiallywhenthe costassociatedwithmachine failure is
consideredinrelationtothe cost of replacingthe partsat an earlierdate.Nakajima(1988) describes
the cost at that stage as “exorbitant”.
McCarthy and Rich (2015) discuss
the benefitsof runningaTPM
systemandstate “The estimated
advantage,resultingfromthe
factorybenchmarkingprocess,was
concludedtobe a Japanese
advantage of 2:1 in productivity
termsand nearer100:1 inqualityof
vehicle build”aswell as“To put it
anotherway,the Japanese
producerscouldmake productsin
half the time of the Westand
enjoyedthe benefitsof near-perfect
materialsenteringthe vehicle build
process”.
Whencomparingthe productivity
and qualitybetweenthe Japanese,
Figure 2 Nakajima (1988) Preventive Medicine for Equipment = Preventive
Maintenance
Figure 3 McCarthy and Rich (2015) Table Showing the Benefits of TPM

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whowere implementingfullTPMand the Westwho were implementingpartsof it,or half-heartedly
implementingit,the staggeringresultscanbe observedin the discussion.
3.1.1.2 Four Development Stages of TPM
1976 1979
Stage 1 Breakdown Maintenance 12.7% 6.7%
Stage 2 Preventative Maintenance 37.3% 28.8%
Stage 3 Productive Maintenance 39.4% 41.7%
Stage 4 TPM 10.6% 22.8%
Figure 4 The Four Development Stages of PM and the Situation in Japan, Form Nakajima (1988)
Table 1 givesthe fourstagesof TPM. In historythe majorityof companiesbeganusingbreakdown
maintenance,simplyfixingcomponentswhentheybrokewhichledtoalossof availabilitytime
reducedproduction.PreventativeMaintenance (PRM) wasastepforwardintryingto rectifythese
issuesasit involvedusingbasictechniquessuchascleaningthe machines,regularservicessuchas
lubricatingandoil changesandtrying to predictwhenpartswere goingtofail usingtablessuchas
the one seeninfigure 2. It shows3 points:
 The DegradationPoint
 The Potential Failure Point
 The Actual Failure Point
The degradationpointiswhere the actual failure beginstomaterialise.Thisoftenremains
undetecteduntilenoughtimehaspassedandthe conditionof the parthas deterioratedfurtherso
that thingslike excessheat,vibrations,noisesetc become easytodetect.Thisisknownasthe
potential failure point.Fromthispointonwardsthere isahighriskof the part failingandas such
shouldbe replacedassoonas possible before itreachesthe actual failure point –where the part will
fail entirelyandbecome unusable.
Condition
Time
P - F Curve
Degradation
Point Potential
Failure
Point
Failure
Point
Figure 5 P - F Curve from Smith and Hawkins (2004)

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3.1.1.3 12 Steps of Implementation
Bohoris,G (1995) etal give the
twelve stepsinaverysimilar
fashiontothose seeninthe
ManagementSupportfigure,
theyare:
1. Announcementof top
management’sdecisionto
introduce TPM
2. Educationand campaignon
the introductionof TPM
3. Creationof organisationsto
promote TPM
4. Establishmentof basic
policiesandgoalsof TPM
5. Formulationof masterplan
for developingTPM
6. TPM kick-off
7. Improvementof effectivenessof eachpiece of equipment
8. Creationof set-upforautonomousmaintenance
a. Initial cleanup
b. Measuresagainstsourcesof outbreaks
c. Formulationof cleanupandlubrication standards
d. Overall checkup
e. Autonomouscheckup
f. Orderlinessandtidiness(standardisation)
g. All outautonomousmanagement
9. Creationof setup for plannedmaintenance inthe maintenance department
10. Traininginimprovedoperationandmaintenance skills
11. Creationof setup for initial managementof equipment
12. Perfectimplementationandhigherlevel of TPM
Although there are slightdifferencesbetweenBohorisetal andthe ManagementSupportnamesof
the stepsdifferthe objectivesof eachof the twelve steps are similar.Carryingoutandimplementing
these stepsare fundamental tothe successof anyorganisationthataimsto move to a TPM
methodologyandwithoutthe properconvictionwill ultimatelyresultinfailure of the projectasa
whole.
Figure 6 Management Support (2009) Outline of the 12 Steps of TPM
Implementation

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3.1.1.4 The Eight Pillars
The figure to the left showsthe 8 pillarsin
diagramform.Theyare:
 FocusedImprovement
 AutonomousMaintenance
 PlannedMaintenance
 Training& Education
 Early EquipmentManagement
 Quality Management
 Office TPM/TPM inadmin
 Health,SafetyandEnvironment
3.1.1.4.1 FocusedImprovement
IndustryForum(2014) statesthat focusedimprovement “…isthe firstpillarof TPM. It providesa
structured,team-basedapproachtodrive eliminationof specificallyidentifiedlossesinanyprocess”
Focusedimprovementaimstofocusonthe typesof lossesbeingfoundinthe processandinways
that itcan be analysed.Italsohelps tobuildthe team’sabilitytoproblemsolve,alongwith
motivatingthe workforce andgivingthemthe skillstohelpeliminate lossesfromeverydayissues
not justselectedprojects.
Industryforumstate that the benefitsof applyingthe pillarare:
“As well asimprovingefficiency,reducingdefectsandimprovingsafetyperformance due to
eliminatinglosses,the FocussedImprovementpillarensuresthatthe approachtakenisconsistent
and repeatable toassure sustainability”
3.1.1.4.2 Autonomous Maintenance
IndustryForumexplainsthat autonomous
maintenance isaboutfurtheringthe understandingof
the personnel operatingthe machines.
“It followsastructuredapproachto increase the skill
levelsof personnel sothattheycanunderstand,
manage and improve theirequipmentandprocesses.
The goal isto change operatorsfrom beingreactive to
workingina more proactive way,to achieve optimal
Figure 7 A Diagram, From Industry Forum (2014) Showing the 8
Figures Supporting the TPM Idea
Figure 8 Showing the Three Phases of Autonomous
Improvement – Diagram from Industry Forum

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conditionsthateliminate minorequipmentstopsaswell asreducingdefectsandbreakdowns.”
There are three facestothispillar,establishandmaintainconditions,enhance knowledgeand
optimal conditions.
Establishandmaintainconditionssetsouttoestablishbase conditionsforthe machinesanda
standardof cleanlinesssothatnounnecessarywearistakingplace onthe machine.These are then
setas a benchmark andthe standardsforcleaning,inspectingandlubricationare all setand
expectedtobe adheredto.
Enhance knowledge’sobjective istodoexactlyasit says,to increase the operatorsknowledge of the
machines,givingthemincreasedtraininginthe operationof the machine,andthenincreasingthe
standardsexpected.
Optimal conditionsthe operatorsare handedfull ownershipof the machinesandare thenexpected
to improve machine conditionandperformance sothatfurtherlossesare reducedtoaminimum.
The major benefitof applyingthispillaristhatthe OEE will rise due tothe increased availabilityof
the machinery/equipmentandlossesseeninperformance shouldbe reducedtoaminimum.
Increasedlevelsof employee engagementandcapabilitylevelsshouldbothoccuralso.
3.1.1.4.3 PlannedMaintenance
Thiselementof TPMis to deliveramaintenance schedule whichshoulddeliver0breakdowns.It
doesthisby extendingthe reliabilityof the equipment.
Plannedmaintenance iscommonlyledbythe maintenance team.Itinvolvesprioritisingthe
equipmentandevaluatingthe currentperformance of the maintenance schedule andcostssothat
the focusof the pillarcan be setaccordingly.The autonomouspillarprovidessupporttothispillarto
helpestablishabasicstandard conditionandfocusthenshiftsontoremovingthe causesof
breakdown.
Informationmanagementsystemsare usedtodocumentthe maintenance schedules,methods etc.,
and to monitorthe usage of sparesand duringwhichpointof the machines/partslife cycle the
replacementpartisused.Indoingsoan ideal approachto maintenance canbegintoform, which
will initiallytake the formof periodicmaintenance,slowlymovingtopredictive maintenance before
finallymovingtothe continuousimprovementstage whichwillaimtostopany use of reactive
measures,applyingthe theorythatpreventionisbetterthanthe cure.
The major benefitof thispillarisagainincreasedmachine timeandreliability,whilealsoimproving
safe workingconditions.
3.1.1.4.4 Training andEducation
The objective istoeducate the staff anddeveloptheirskillsthatwillnotonlyhelpthemdevelop
themselves,buthelpthe successful developmentof TPMin the workplace.

12
The businessneedsare examined,andthe amountof well trainedstaff andunderwhichspeciality
are all decidedatthisstage. It isof nouse developingeveryone todirectorlevel if thereare no
machine operators,andthe reverse isalsotrue.Assuchcareful thoughtmustbe putintothe
planningof thisstage.Itis alsoimportanttoassesscurrentlevelsof skillsagainstwhere the
companydeemsitneedstobe for itto be successful andplanstoclose anygaps, if found,shouldbe
made quickly.
A skill developmentwillbe the nextstage of thispillar,whereall employeesshouldbe developedso
that theyare continuallyimproving.The longerthe TPMprojectcontinuesthe widerthe training
that will needtobe consideredforspecialistroleswithinthe business.
Increasingthe skillsof the workforce isessential.Withoutitthe earlierworkwillbe wasted,as new
employees will remainunfamiliarwiththeirnew roles,andthose thatgainpromotionorswitch
divisionsshallface the same issue.Withoutpropertrainingcompaniescanactuallybe creating
anotherbigloss,throughtheirstaff andtheirpotential.Thispillaralso allowsforthe businessasa
whole tokeepupto date withany newtechnologythatisbeingreleasedandensuresasmooth
swapovershouldthe needarise,fromoldtechnologyandmethodstonew.
3.1.1.4.5 Early Management
Thisusuallyfollowsthe previousfourpillarsandfocusesonwhathas beenlearntsofarso that any
changes,be it inmachines,productsorprocess,can be metwithas little developmenttime as
possible.
The main focusison equipmentandproductmanagement andminimisinganylossesfrom
previouslylearntexperiences.Inearlyequipmentmanagement the aimistointroduce adefectand
lossfree processsothat downtime iskepttoa minimumandsothat the maintenance schedule and
costs are all plannedwell inadvance of the machine actuallyevermakingitintothe production
cycle.For earlyproductmanagementthe focusisonreducingdevelopmenttimesandreducing
qualityissuesthatare oftenfoundwiththe majorityof new products.
The main advantagestothispillaristhe reductionof time spentonintroducingproducts.
3.1.1.4.6 Quality Maintenance
Qualitymaintenance issetuptoensure the zerodefectstatusthathas beenreached.Itaimsto
understandthe relationbetweenall aspectsof the processesandcontrollingthese.Theyare
manpower, material,machines,andmethods.All of thesehave akeyrole toplayin maintaininga
zerodefectenvironment.The keyelementtothisstage isensuringthatdefectscannotbe created
insteadof detectingthemaftertheyhave beenproduced.
Qualitymaintenance isestablishedintwostages,identifyingwhatcausesthe defectsandtherefore
definingaprocessthatshouldgive zerodefectsandthe secondstage standardiseswhathasbeen
establishedandtheirparametersandmethodsthathave beenusedtoachieve azerodefectsystem.
Thispillarimprovesmattersonall levels.Time wastedonpoorqualityandreworkare eliminated,
the time and wearthat wouldbe usedtoreworkthe product isalsoeliminated.Italsohelpspublic

13
relationsascustomersatisfactionwill rise asthere willbe lessdefectsbeingreceived. Asindustry
forumstate “Defectsbecome afailure of the organisation’ssystems,notthe faultof the operator,
and poorqualityisno longeracceptedasa normal occurrence”
3.1.1.4.7 Office/Admin TPM
Once the manufacturingprocessesare all establisheditistime toturn the attentiononto the
supportprovidersandas suchthispillarlooksatthe supportandadministrative functionsof the
organisation.Itsetsoutto ensure thatall these processes supportthe optimisationof the
manufacturingprocessesandthateverythingisbeingcarriedoutatthe ideal cost.
The firststepof thispillarissettingthe objectivesandplansof the individual departmentssothat
theymatch up tothat of the business.There are then5 keypartsof thispillar:
 FocusedImprovement
 AutonomousImprovement
 TrainingandEducation
 Flexible StaffingPolicy
 PrioritisedImprovementProgram
These partsof the pillarallowfora reductioninoverheadcostsingeneral acrossthe business,as
well asmakingthe processesinvolvedinmaintenance more efficientaswell.Thisallowsfor
continuousimprovement,whichallowsforcontinuouschange,whichinturnmakesiteasierfor
departmentstoadaptto changesincustomerdemandsor to new productsthatare beingreleased.
3.1.1.4.8 Safety Health and Environment
The theoryof the SHE pillaristo reduce the accidentlevel inthe workplace tozero.Thisis the case
not onlyforinjury,butforphysical andmental stressalongwithanypollution.
Althoughthe final pillar,itshouldnotbe lefttolastto implement.Thispillarshouldbe in
implementationthroughoutthe project.The aimisto reduce the causesof accidentsor nearmisses
inthe workplace.It doesthisbytargetingthree aspects:people’sbehaviour,machine conditions
and finallythe managementsystem.Asthere isoftenalreadygovernmentstandardssetforsuch
thingsthese shouldbe evaluatedandshouldbe atleastmet,if notexceeded.
The main gainsfromthispillarare that any losttime accidentsshouldbe eradicated.Furthermore
minoraccidentsandany environmental issuesshouldall be avoided.Theseleadtoa reductionin
any compensation,investigation,containmentcostsandwill resultinanimprovedreputation.

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3.1.1.5 Toolsand Techniques
Herronand Hicks (2008) discussthe transitionof techniquesfromJapantothe UK and state that
“WhenimplementingleanmanufacturinginWesterncountriesthere are geographical,educational,
cultural,societal andhistoricbarriers,aswell asmismatchesinstrategicthinking[16,18,20].The
implementationof leanmanufacturingtechniquesandphilosophiesrequiresthe transferof explicit
and tacit knowledge [21] .The transferof knowledge,particularlytacitknowledge,requiresthe
abstractionand packagingof knowledgefromahost.The applicationof the knowledge byaclient
involvesanunpackingprocess”.
Althoughthe article isdiscussingmanufacturing,manyof the same principlesapplyandthe tools
transitionfrommanufacturingtomaintenance andelsewhere inthe business. The necessityof these
toolsand techniquesistoeducate the staff aswell aschange the culture andto standardise
proceduresaswell aslookingtocontinuallyimprove.
3.1.1.5.1 5S
Smithand Hawkins(2004) state that “Applicationof the 5Stool focusesoneffective workplace
organisationandstandardisedworkprocedures.5Ssimplifiesyourworkenvironmentandreduces
was andnon-value activitywhileimprovingquality,efficientandsafety.”
Lean ManufacturingTools(2015) givesthe 5S’ as:
 Seiri
 Seiton
 Seiso
 Seiketsu
 Shitsuke
In Englishthe 5s’ translate to:
 Sort
 Setin order
 Shine
 Standardise
 Sustain
Nakajima(1988) givesthe 5S’ as “…seiri,seiton,seiso,seiketsuandshitsuke (roughly,organisation,
tidiness,purity,cleanlinessanddiscipline)….” whereas SmithandHawkins(2004) give the 5S’ as:
1. Seiketsu –Sort (remove unnecessaryitems)
2. Seiri – Straighten(organise)
3. Seiso– Scrub (cleaneverything)
4. Seiton – Standardise (standardroutinetosort,straighten andscrub)
5. Shitsuke –Spread(expandthe processtootherareas)
All thoughtheyall offerslightvariationsof the translationsall threeof the quotedauthorsoffer
fairlysimilarexplanationstowhateachstage shouldconsistof andaim to achieve.

15
Nakajima(1988) statesthat “Seiri,ororganisation,meanstoidentifyaspectsof the workplace tobe
managedandset appropriate standardsforthem.Thisa jobfor managersandsupervisor,whomust
minimise andsimplifythe objectsorconditionstobe managed”
The aim of sort is to remove all butthe essential itemsforthe process.Anythingthatisdeemed
surplustothe actual processisremovedandplacedeitherinitsrightful area,orelsewhere if it’s
deemedasclutter.
Nakajima(1988) definesthisstage as“Seiton,ortidiness,whichmeansadheringtoestablished
standards,ismainlythe operator’responsibility.Partof theircircle activitiesshouldalwaysfocuson
improvementsthatmake standardseasiertofollow.”
Setin orderisthe stage of ensuringthateverythingthatnow remainsissetina mannerthat is
efficient.Everythingshouldhave itsownplace andshouldbe keptassuch to preventitbeinglostor
endingupcausingclutterat anotherworkstation.
The shine processaimsto bringeverythingbackupto a nearnew status,machines,floors,
workbenchesetc.shouldall have athoroughcleaningandbe broughtupto thisstandard.By doing
so anyissuesshouldbe noticedasanirregularitywill now stickoutinthe area,forexample anoil
leakonthe floor,leaksfrompipes,metalshavingsfromexcessivewearetc.
Standardise seekstomake the three previousstepsthe standardsotospeak.By settingthisasthe
precedentof howthingsshouldbe done,people become more accustomedtothisandassuch will
be more likelytokeepitinsucha mannergoingforward.Standardisingthe wayjobsare performed
and the standardsthat are expectedisalsoamajorpart of the whole idea,indoingsoemployees
can be undernoillusionof howtasksare to be performedandare more likelytogetthe process
correct if it’sa processthat is knowntowork.
The final S issustain.The intentionof sustainistoensure thatthe companyfocusesoncontinuous
improvementusingthe previous 4S’ byauditingandcontinuoushousekeeping.Thisfocuseson
drivingitas part of the culture withinthe companyandmakesiteveryone’sresponsibility.
3.1.1.5.2 StandardisedWork Flow
HawkinsandSmith(2005) state that standardisedworkflow refersto“…workprocess
standardisation.There are normallytwo,or occasionally three,startingpointsforamaintenance
workorder – a CMMS generatedworkorder(planned),aproductiongenerated workrequestand
occasionallymaintenance engineering(specialevaluation,etc.)”
Evaluatingthe statementidentifiesthe twomaintypesof maintenance likelytooccurin the
workshop – preventative andcorrective orpossiblybetterexplainedasplanned orbreakdown.
To construct a standardisedworkflowseveral variablesneedtobe evaluated,understoodand
considered,suchaschoicesopentoeach operator,optimisationnecessaryforeachoperation,
standardisationandmethodof deployment.Asall of these willvaryfromcompanytocompany and

16
eventhroughoutprocessesconsultation
of the staff involvedthroughoutthe
decisionmakingprocessisnecessary.
The figure to the leftdisplaysavery
abbreviatedstandardisedworkflow and
demonstratesthe complexitiesthata
workorder mustfollow.Byfollowinga
setout procedure a systematicsetof
stepscan be followedbyeachmember
involvedallowingeasierdecisionmaking
to be accomplished.Withoutsucha
diagram, or tool,a lotof time can be
wastedtryingtocommunicate toline
manager’sor the line manager’sline
manageror a differentdepartment’s
management.
3.1.1.5.3 Value Stream Mapping
HawkinsandSmith(2004) describe value steammappingas“…a powerful tool for“seeing”a
process, identifyingthe non-value addingcomponentsandrecreatingthe processasa value
stream.”The ideahas beenadaptedfromthe manufacturingprocessandevaluatingeachstepand
itsimpact onthe process.
Theyalsostate that“Whateverprocess-mappingsystemyoudecidetouse,itsapplicationisthe
same.It employsthe following8-stepvaluesteammappingandfuture state creationplan:”which
theystate consistsof:
1. Selectthe processtobe mappedandstudy/analyseitcarefully
2. Map the process’existingsteps
3. Reanalyse byexaminingeachmapsymbol andattemptingto“drill down”toadditional
processstepswithineachmappedstep.Continue untilthe teamagreesthatall stepsof the
processhave beenmapped.Thisresultsinthe present-state map
4. Analyse the presentstate maptoidentifyall non-value addingactivities.
5. Remove the non-valueaddingactivitiesordevelopvalue adding“work-arounds”andremap
the process.Create a listing of all of the actionsneededtoremove the non-value adding
activitiesaswell asanyvalue addedwork-aroundsdeveloped.
6. Reanalyse the newmapforworkabilityandadditional non-value addedactivitiesand
“impossibletoremove”non-valueaddingactivities.Thisshouldresultinthe developmentof
the process’future state map. An actionplanwill developasaresultof the work-arounds
and actionsnecessarytoremove non-value addingactivities.
7. A write upof the actionplansfollowedbysubmissiontomanagementwhowill approve
themor otherwise alterthem
8. Implementationof the process’actionplansinaccordance withapprovedguidelines.
Figure 9 Smith and Hawkins (2004) Abbreviated Standardise Workflow

17
The main aimof value steammappingcanbe to breakdownaprocess,identifythe wastesandto
eliminatethemwhichis inline withthe overall aimof lean,leanmaintenanceandTPM.From a TPM
perspective thenpossible wasteswouldlikelytoinclude overworkingof amachine or part where a
lesstrainedindividual wouldbe perfectlyviable tocarryout the necessaryjob, forexample getting
operatorsto carry out dailychecksonthe machinesas well aslubricatingandoil checks.Bydoing
thisthe more expensivecostof the maintenance personneltime canbe managedina more efficient
wayand in a waythat benefitsthe company.
3.1.1.5.4 Just-In-TimeandKanban(Pull)System
Althoughtraditionallyappliedtomanufacturingapplicationsthesetechniquescanleadto
improvementsinprocesseswithinmaintenance also.SmithandHawkins(2004) describe how they
can be appliedto maintenancethroughthe followingquote “The goal inproductionoperationsis
continuousflowsuchthatproductioncan(potentially) runatfull capacity.Whatis full capacityin
maintenance operations?Itisperformingthe rightamountof maintenance requiredtomeetthe
productionschedule thatisapprovedbythe customerwho,inmostcases,isproduction.”
Therefore full capacityformaintenance isapplyingmaintenance insuchamannerthat the
equipmentisinaworthyconditiontobe usedduringscheduledhoursof production.
Althoughschedulingall availableman-hourstomaintenance wouldprovide full capacity –in reality
thispractice couldactuallybe damagingas emergencyrepairsorbreakdownsaswell ashighpriority
workneedtime setaside.As sucha mix of longtermplanninginvolvinghighpriorityworkwith
enoughflexibilitytoaccommodate unforeseencircumstancesisthe desirable outcome.
Smithand Hawkins(2004) identify“schedulecompliance”asthe KPIforthistechnique,asthe
necessity tovaryfromthe schedule highlightstwopossibleissues,poorschedulingorhighlevelsof
breakdownswhichwillhighlightafaultelsewhere.
3.1.1.5.5 Jidokaand PokaYoke
HawkinsandSmith(2004) define Jidokaas“Jidokameansqualityismanufacturedinbythe process
and notinspectin.”Appliedtomaintenance theystate that“trained,skilledandqualified
maintenance techniciansshouldbe performing,ordirectlysupervising,everymaintenance
procedure.”
PokaYoke isdiscussedbyWadhwa,R(2012) and he states“Poka-yoke,atermcoinedbyShingoin
Japanin 1960s, impliesmistakeorerror-proofing.”PokaYoke ofteninvolvesthe workerstosetupa
methodof error detectionbefore completionof the worktakesplace.Intermsof maintenance this
couldbe in the formof followingchecklists,amachine beinginoperableuponcompletiondue toan
error inmaintenance orcomponentsthatwill onlyfitacertainway.Followingthese methodsshould
ensure thatmaintenance thatiscarriedout iscorrect, or if wrongcannot damage the machine due
to poor fitmentof parts,incorrectpartsor human error.

18
Shimbun,N (1988) identifiestenhumanerrorsthatpoka yoke can helpto eradicate:
1. Forgetfulness
2. Errors due to misunderstanding
3. Errors in identification
4. Errors made by amateurs
5. Wilful errors
6. Inadvertenterrors
7. Errors due to slowness
8. Errors due to lack of standards
9. Surprise errors
10. Intentional Errors
3.1.1.5.6 Kaizen
Singhetal (2013) defines Kaizenwhentheystate that “’Kaizen’literallymeans‘change forthe
betterment’ ”.Kaizeninvolvessmall improvementsandiscarriedouton a continual basisand
involvingpeopleof all level inthe organization.The principle behindKaizenisthat"averylarge
numberof small improvementsare more effectiveinanorganisational environmentthanafew
improvementsof large value.”
Theystate that it aimsto “…achieve andsustainzeroloseswithrespecttominorstops,
measurementandadjustments,defectsandunavoidable downtime.”
Kaizenistherefore atool toensure thatcontinuousimprovementcanbe realisedandthatthere isa
focuswithinthe companytoconstantlyanalyse andconstantlylookforimprovements,oftensmall
scale,that can leadtohigherefficiency,quality,productivityorinmeasuresthatcan cut leadtimes
or costs. Thiscan be foundinJapan, where there isoftenasuggestionsystemthatisimplemented
and eachworkerisexpectedtocontribute hisorheropinion.Indoingsothe companymay findthat
theyhave 90% of poor suggestionsormore.Howeverthe little amountof excellentsuggestionscan
leadto large impactsacross the board.
3.1.1.5.7 Shewart Cycle (PDSA)
Smithand Hawkins(2004) define the ShewartCycle of Plan–Do – Study – Act as “…. the control
processfor executingKaizenEvents.”The cyclesisbasedon“the premise thatcontinual evaluation
of managementpractices,aswell asthe willingnessof managementtoadoptnew,anddisregard
unsupported,ideasare keystothe evolutionof effective managementanda successful enterprise.”
The planningstage focusesonidentifyingthe problemandanalysisfollowedbythe formulationof
plausible solutionstotackle the issue.The dostage involvestestingthe solutionsidentifiedtobe
mosteffective inacontrolled,ortest,situationsothatresultsmaybe evaluatedanddiscussed.
Studyfocusesonthe analysisof the resultsandcreatinga comparisonbetweenthe information
obtainedsothatany changescan be evaluatedandthe bestsolutionidentified.The actstage isthe
final stage andinvolvesimplementingthe new methodsidentifiedandcreatingacomprehensive

19
solution.Due tothe nature of TPMand the strive forcontinuousimprovementthiscycle canbe
implementedrepeatedlysothatthere isa constant development.
3.1.2 Overall Equipment Effectiveness
OEE is a measure of the
productiontime actuallyused
againstthe productiontime
scheduled.LeanProduction
(2013) give the percentagesas:
 “An OEE score of 100% is perfectproduction.
 An OEE score of 85% isworldclassfor discrete manufacturers.
 An OEE score of 60% isfairlytypical fordiscrete manufacturers.
 An OEE score of 40% isnot uncommonformanufacturerswithoutTPMand/orlean
programs.”
Nakajima(1988) statesthat “But whatmethodof calculationwasusedto determinethe rate of
equipmenteffectivenessandonwhat data were the calculationsbased?Manycompaniesuse the
term“rate of equipmenteffectiveness,”buttheirmethodsof calculationvarywidely.Often,whatis
referredtoas the rate of equipmenteffectivenessisactuallythe operatingrate oravailability.”
Anvari andEdwards (2010) state that “Overall equipmenteffectiveness(OEE),asintroducedby
Nakajima(1988), isseento be the fundamental wayof measuringperformance efﬁciency.Itisthe
essential measure of total productive maintenance (TPM) andleanmaintenance”whichprovidesa
clearlinkbetweenOEEandthe necessityof itwithregardsto implementingTPM,whichis
supportedastheyalsostate that “Accurate equipmentperformance dataare essential tothe
successand long-termeffectivenessof maintenance andmanufacturing”
Nakajima(1988) givesthe formulaforavailability asthe following:
𝐴𝑣𝑎𝑖𝑙𝑎𝑏𝑖𝑙𝑖𝑡𝑦 =
𝑂𝑝𝑒𝑟𝑎𝑡𝑖𝑜𝑛 𝑇𝑖𝑚𝑒
𝐿𝑜𝑎𝑑𝑖𝑛𝑔 𝑇𝑖𝑚𝑒
𝐿𝑜𝑎𝑑𝑖𝑛𝑔 𝑇𝑖𝑚𝑒 − 𝐷𝑜𝑤𝑛𝑡𝑖𝑚𝑒
𝐿𝑜𝑎𝑑𝑖𝑛𝑔 𝑇𝑖𝑚𝑒
Where;
LoadingTime = Total Available Time(Perday/month).If the workingshifteachdayiseighthours
(480 minutes) andthere is20 minutesdowntimethenthe loadingtimeis460 minutes.
Downtime =Downtime plannedformaintenance ormanagementactivitiesetc.
OperationTime =Loadingtime - non-operationtime. Stoppageslossesfromfailures,set-
up/adjustmenttimes.If eachdaycomposedof 20 minutesof breakdowns,20minutesof setupand
20 minutesof adjustmentsthenthe operationtime wouldbe 400 minutesperday.
Thiswouldresultinthe resultsbelow:
Figure 10 A Simple Explanation of OEE from Lean Production (2013)

20
400 𝑚𝑖𝑛𝑢𝑡𝑒𝑠
460 𝑚𝑖𝑛𝑢𝑡𝑒𝑠
∗ 100 = 87%
Component TPM Goal Type of ProductivityLoss
Availability No Breakdowns Availabilitytakesintoaccount DownTime Loss, which
includesall eventsthatstopplannedproductionforan
appreciable lengthof time (typicallyseveralminutesor
longer).
Performance No Small Stopsor
SlowRunning
Performance takesintoaccount SpeedLoss,whichincludes
all factors that cause productiontooperate at less thanthe
maximumpossible speedwhenrunning.
Quality No Defects Qualitytakesintoaccount Quality Loss, whichfactorsout
manufacturedpiecesthatdonotmeetqualitystandards,
includingpiecesthatrequire rework.
OEE Perfect
Production
OEE takesintoaccount all losses(DownTime Loss,Speed
Loss,and QualityLoss),resultinginameasure of truly
productive manufacturingtime.
Figure 11 A table from Lean Production (2013) explaining OEE
Figure 6 outlinesthe three aspectsthatmake upOEE and figure 7 showshow OEE is actually
calculated.Nowthe mainadvantage of havingafigure suchas thisis itallowsdirectcomparisonsof
performance of machinesindifferentprocesses,whichallowsdecisionstobe made as to whichthe
more efficientprocessactuallyis.
Item Value Explanation
Ideal Cycle
Time
1 minute Theoretical fastesttime toproduce thispart.
Total Pieces 300 Total quantityof piecesmanufacturedduringthisshift.
OperatingTime 330
minutes
Run time of thisshift(plannedproductiontime lessdowntime).
Performance 90.9% (Ideal Cycle Time x Total Pieces) /OperatingTime =(1 x 300) /
330
Figure 12 An Example of an OEE Calculation
Wireman(2005) appliesOEEtomaintenance throughthe use of “Early EquipmentManagementand
Maintenance PreventionTrackedonPercentage of Critical Equipment”.The indicatorisusedto
examine “….the percentageof critical equipmentthathasbeenor iscurrentlybeingstudiedfor
opportunitiestomake designimprovements.These improvementswouldreduce the maintenance
requirementsorthe time toperformmaintenance onthe equipment.”The formulaforthe
calculationisstatedas:
𝐶𝑟𝑖𝑡𝑖𝑐𝑎𝑙 𝐸𝑞𝑢𝑖𝑝𝑚𝑒𝑛𝑡 𝐼𝑡𝑒𝑚𝑠 𝐶𝑜𝑣𝑒𝑟𝑒𝑑 𝑏𝑦 𝐷𝑒𝑠𝑖𝑔𝑛 𝑆𝑡𝑢𝑑𝑖𝑒𝑠
𝑇𝑜𝑡𝑎𝑙 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝐶𝑟𝑖𝑡𝑖𝑐𝑎𝑙 𝐸𝑞𝑢𝑖𝑝𝑚𝑒𝑛𝑡 𝐼𝑡𝑒𝑚𝑠
Wireman(2005) statesunderstrengthsthat,“Thisisessential becauseif all thingsare equal,
changingthe designtoincrease throughputmaymake the final competitivedifference.”

21
3.1.2.1 Issues
The keyissue withusingOEE,or TPM ingeneral,asthat all the data gatheredmustbe accurate.
Inaccurate figureswill give false resultsandassuch will providepoorinformationtobase decisions
and planned maintenance on.Nakajima(1988) recognisesthis“If we wanttopractice ‘profitable
TPM’ and pursue optimal equipmenteffectiveness,the followingtwofactorsare crucial.First,we
mustkeepaccurate equipmentoperationrecordssothatthe appropriate managementcontrolscan
be provided(withnarrowertargets;andsecond,we mustdeviseaprecise scale formeasuringhe
equipmentoperationconditions.”
Anvari andEdwards (2011) discussOEE limitationsandconclude that“OEE basicallyincludesthe
effectsof the environmentof equipmentperformance measurementandtotal quality(de Ronand
Rooda,2005) butno changes – evenconsiderable ones –insubsequentmachinesorthe external
marketcan effectthe level of OEE.These have constrainedthe levelof OEE applicationanditsrole in
makingcommunicationseasier.”
Anvari,EdwardsandStarr (2010) alsodiscussesakeyissue associatedwithOEEstating “…While,the
resultsforOEE by ignoringaconsiderable amountof possible hiddenlossesmightbe satisfying, the
OEE-MB report showspotential roomforimprovement.”
Thisdemonstratesthattoosimple anOEE calculationcanleadto a misleadingKPIwhichcanthen
leadto conflictamongmembersof staff aswell aspoordecisionmakingdue toa misleading
number.
In summary poormanagementof the OEE figuresandthe actual inputof the figuresthatcomprise
of the OEE calculationcanleadto poor decisionsandhave anoverbearingeffectonthe full
maintenance of the plant.Considerationmustalsobe giventothe level of complexityof the OEE
calculationasthe initial OEEcalculation,assimple andeffectiveasithas beenknowntobe,can
actuallybe missingsome of the wastesof the equipmentefficiencyandassuchcan be givingfalse
figures.

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3.1.3 The Six BigLosses
Figure 8 outlinesthe six biglossesandgivesexamplesandshortcommentsonthem. OEE (2012)
commentsonthe six biglossesandtheirplace inTPM stating“One of the majorgoalsof TPMand
OEE programs isto reduce and/oreliminatewhatare calledthe SixBig Losses– the most common
causesof efficiencylossinmanufacturing”
Wireman(2005) givesthe 6 biglosesas:
 Breakdowns
 Setup and adjustmentlosses
 Idlingandminorstoppage losses
 Start up and shutdownlosses
 Reducedspeedorcapacitylosses
 Qualitydefectsorrework
Six Big Losses OEE
Category
Examples Comments
Breakdowns Down
Time Loss
 ToolingFailure
 Unplanned
Maintenance
 OverheatedBearing
 Motor Failure
There isflexibilityonwhere toset
the thresholdbetweenaBreakdown
(DownTime Loss) and a Small Stop
(SpeedLoss).
Setupand
Adjustments
Down
Time Loss
 Setup/Changeover
 Material Shortage
 OperatorShortage
 Major Adjustment
 Warm-Up Time
Thislossis oftenaddressedthrough
setuptime reductionprogramssuch
as SMED (Single-Minute Exchange of
Die).
Small Stops Speed
Loss
 ComponentJam
 Minor Adjustment
 SensorBlocked
 DeliveryBlocked
 Cleaning/Checking
Typicallyonlyincludesstopsthatare
lessthanfive minutesandthatdo
not require maintenance personnel.
Slow Running Speed
Loss
 IncorrectSetting
 EquipmentWear
 AlignmentProblem
Anythingthatkeepsthe equipment
fromrunningat its theoretical
maximumspeed.
Start-up
Defects
Quality
Loss
 Scrap
 Rework
Rejectsduringwarm-up, startupor
otherearlyproduction.
Production
Defects
Quality
Loss
 Scrap
 Rework
Rejectsduringsteady-state
production.
Figure 13 The Six Big Losses as Stated by Lean Production (2013)
Part of understandingthe six biglossesisalsointerpretingthe dataandknowinghow toact
accordingly.

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3.1.3.1 Breakdowns
OEE statesthat “EliminatingunplannedDownTime iscritical toimprovingOEE.OtherOEE Factors
cannot be addressedif the processis down.”whichsummarisesthe breakdownssection.Itis
importantto note notjusthow longthe processisdown,butwhenand whatis the cause.Withthis
informationitiseasiertoassesandto take actionagainst reoccurringissues.
3.1.3.2 Set-ups and Adjustments
OEE defines“SetupandAdjustmenttime isgenerallymeasuredasthe time betweenthe lastgood
part producedbefore Setuptothe firstconsistentgoodpartsproducedafterSetup.Thisoften
includessubstantial adjustmentand/orwarm-uptime inordertoconsistentlyproduce partsthat
meetqualitystandards.”
In manufacturingespeciallythiscanbe an issue. Havingtoreadjustcertainspecifications,creating
waste productsas a result,istime consumingandisleadingtodowntime or,more importantly, a
lossof productiontime.Indoingsoit iscostingthe businessmoney.Differentcompaniesreach
differentsuccessfulstrategieswhenconsideringthisissue.Oftencompanieskeeppre-fabricated
parts on trolleyssothatitshouldbe justa straightswap,insteadof havingtoreadjusteverytool all
that isneededissome fine tuningtogetthe processrunningperfectly.
3.1.3.3 Small Stops and Reduced Speed
Accordingto OEE Small Stopsand ReducedSpeed “are the mostdifficultof the Six BigLossesto
monitorandrecord. Cycle Time Analysis shouldbe utilizedtopinpointthese losstypes.Inmost
processesrecordingdataforCycle Time Analysisneedstobe automatedsince cyclesare quickand
repetitiveeventsthatdonotleave adequate time formanual data-logging.”These cyclesget
checkedbetweentimesthatare alreadypre-determinedforsmall stopsandreducedspeed.They
are consideredseparatelyasthe issuesthatcause eachtendto differfromeachcategory.
3.1.3.4 Start-up Rejectsand Production Rejects
The same can be saidfor the 2 rejects,thattheybothdifferandusuallythe rootcause isdifferent.
All partsthat needanyform of reworkshouldbe consideredasrejects.Patternswill oftenbe
recognisedif rejectsare recordedcorrectly,oftenallowing foranaccurate readingof what iscausing
the reject.

24
3.1.4 Issues with TPM
Nakajima(1988) statesthat “If a companyhas notyet implementedpreventativeorproductive
maintenance,however,asuddenshiftfrombreakdownmaintenance toTPMwill be extremely
difficult,althoughnotimpossible."
Thiscase has beenseenpreviouslyalthoughasmore andmore companiesare strivingtobe more
efficientinall areasdue tocompetition,there are lesscompaniesthatworkona breakdown
maintenance schedule.Howeverthe problemstill persistsinthe modernage of business,
particularlyinsmallercompaniesthatare lesslikelytohave exposuretoTPM.
Wireman(2005) alsodiscussesthe issueswithTPMand discusses8keypoints:
1. Initiatedaspart of a downsizingeffort
2. Insufficientworkforce training
3. Tryingto copy anothercompany
4. Lack of maintenance basics
5. Lack of a critical equipmentOEEfocus
6. Work culture notevolvedproperly
7. Lack of changingthe rewardsand recognitionsystems
8. Lack of managementknowledge of TPM
All of these issuescanleadtopoor
TPM indicatorsasisseeninthe
figure tothe left.Much of itstems
fromcommon issuesof alack of
knowledge of TPMsystems,alackof
commitmentfromupper
managementandfroma resistance
to change by the membersof staff –
eitherdue topreviousculture orfor
fearthat theirlivelihoodsare atrisk.
Nakajima(1988) discussesissuesoftenassociatedwithTPM,inparticularinthe following quote
preventativemaintenance,andstatesthat“…..manycompanieschoose nottopractice preventative
maintenance orpractice itonlyhalf-heartedly,eventhoughtheyunderstanditsimportance.Perhaps
theyare like people whoknowinglysacrificetheirhealthandshortentheirlifespansbyoverworking
and eatinganddrinkingimmoderately.”
He goeson todiscuss the associatedissuesandstatesthatby notpracticingpreventative
maintenance theyare “….acceleratingthe deteriorationof theirequipment.”byallowingthe dirt
and dustto remainuncleanseditactuallycreatesdamage byscratchingthe surfacesandstickingto
the machines.Likewise,whenlubricationisneglected,frictionisadirectbyproduct – thus
increasingbothwearandthe necessaryenergytocomplete itsactions.
Nakajima(1988) identifiesthe pressuresassociatedwithaproductionschedule aswell,statingthat
such “….factoriesdonothave the flexibilitytoimplementpreventative maintenance.” whichleads
on to more “…..unfavourableconditions….”suchas defeatistattitudesandbadhabits,whichaffects
Figure 14 Wireman (2005)'s TPM Indicator Tree

25
not onlythe workersbutthe top managementaswell.Withoutallowingtime forpreventative
maintenance therefore onlyleadstofurtherissuesandcostsinthe future.
RodriguesandHatakeyama(2006) state intheiranalysisof TPMthat “…the big responsibilityfor
non-successisdue tothe managersof the processand the topadministrationof the companies.
Because,eventhoughseveral resourcesare investedforthe implementationof aTPM systeminthe
beginningof the process,whatone noticesinmostcases,isthatthe organisationasa whole
(operators,maintenance people,managers,topadministration—Fig. 4) isnot alwaysreally inserted
inTPM philosophy.”Thisidentifiesalackof commitmentfrommanagementasa keyfactor to the
contributionof the failure of TPM. Thisis alsoidentifiedbyNakajima(1988) whostatesthat “TPM
cannot be implementedif topmanagementfailstoprovide the psychological andphysical
environmentthatpromotestrue participative management.”
In summarythe keyaspectsforfailure of a TPM implementationappearstoincludealackof
commitmentfromuppermanagement,resistance tochange fromemployeesandlackof knowledge
fromuppermanagement.

26
3.2 HEALTH & SAFETY
The OxfordDictionary (2015) definesHealthandSafetyas“Regulationsandproceduresintended to
preventaccidentorinjuryinworkplacesorpublicenvironments.”
In the UnitedKingdomHealthandsafetyisgovernedbythe HealthandSafetyExecutive (HSE). The
government’s onlinepage describesthe HSE(2015) as “… the national independentwatchdog for
work-relatedhealth,safetyandillness.Itacts inthe publicinteresttoreduce work-relateddeathand
seriousinjuryacrossGreatBritain’sworkplaces.”
In a mythbustingsectionof itsownwebsite the HSE (2010) state that theypublishadvice onhowto
manage riskwithinagivencompany,andnot as manybelieve,tomerelyrestrictemployees.
“HSE publishesadvice settingoutthe sensibleandproportionate stepswe canall take to deal with
workplace risksproperly.
As we retire the mythof the month series,letusleave youwithone thought - healthandsafetyis
aboutsavinglives,notstoppingthem.”
3.2.1 Sourcesof Guidance
Hughesand Ferret(2007) listtwo typesof sourcesforhealthandsafety,internal whichshouldbe
foundwithinanorganisationsrecordsandexternalwhichcome fromoutwithfrombodiessuchas
HSE or the Institutionof OccupationalSafetyandHealth(IOSH).
Hughesand Ferret(2007) identifythatinternal sourcescanfocusonthe like of accidentrecords,
absentee records,inspectionandauditreports,maintenance,riskassessmentandtrainingrecords
as well asany additional informationprovidedtoworkers.Alsoincludedininternal sourcesof
informationare equipmentexaminationandtestresults.
Whenexaminingexternalsourcestheyidentifythatitshouldfocusonlegislation,HSE/IOSH
guidelines,code of practicesandotherprovidedinformation,EuropeanandBritishstandards,HS
journalsandpublications,specialisttechnical andlegal implications,manufacturinginformationand
finallyencyclopaediasandthe internet.
3.2.2 HealthandSafety Culture
In Hughesand Ferrett(2007) state that “HSG 65 Gives the followingdefinitionof ahealthandsafety
culture:
The safetyculture of an organisationisthe productof individual andgroupvalues,attitudes,
perceptions,competenciesandpatternsof behaviourthatdetermine the commitmentto,andthe
style andproficiencyof,anorganisation’shealthandsafetymanagement.
Organisationswithapositive safetyculture are characterisedbycommunicationsfoundedon
mutual trust,by sharedperceptionsof importance of safetyandbyconfidence inthe efficacyof
preventativemeasures”.Thisdemonstrates anargumentthatthe authorsdiscuss.Theystate that

27
some believe thatthe workforce have little inputanditisin fact the seniormanagersthatdevelop
and drive the culture andthiscouldbe seenas fairdue to the legal implications.Howeverthe later
part statesthat it isa team mentalitythatisnecessaryforpositive safetyculture.Thisshowsthat
healthandsafety,asa culture,isa teameffortandas such all membersof the teamsmustbuyin to
the mentality.If amanageris a poor leaderthenitsuggeststhatitcouldprove to have poor
consequencesonthe accidentrate andpracticesina workplace.
Hughesand Ferrett(2007) alsostat that “The workforce mustbelieve thatthe safetymeasuresput
inplace will be effective andfollowedevenwhenfinancialandperformance targetsmaybe
affected”.Thisarisesapossibilityof conflictbetweendifferentmembersof staff,particularlythose
withdifferentperformance aimsandthose withdifferentprofessional backgrounds.Itagain
emphasisthe plausibleareaof conflict,aswell,due toleadershipstrugglesinaworkplace.Those
that do notbelieve inthe managermakingthe changescouldrejectthe change infavourof older
workingpractices,usinghealthandsafetyandclaimingthattheyfeelsaferusingthe oldmethodsor
procedures.
As suchHugh and Ferrett(2007) breakdownthe followingasthe keycomponentstoapositive
healthandsafetyculture:
Key Components
Leadership and commitment to health and safety throughout and at all levels of the
organisation
Acceptance that high standards of health and safety are achievable as part of a long-term
strategy formulated by the organisation
A detailed assessment of health and safety risks in the organisation and the development of
appropriate control and monitoring systems
A health and safetypolicy statementoutliningshort and long-termhealthand safetyobjectives.
Such a policy should also include codes of practice and required health and safety standards.
Relevant employee training programmes and communication and consultation procedures
Systems for monitoring equipment, processes and procedures and the prompt rectification of
any defects
The prompt investigation of all incidents and accidents and reports made detailing any
necessary remedial actions
Figure 15 Hugh and Ferrett's KeyComponents for Positive Health and Safety Culture
Leadershipisagainhighlighted asakeyissue.Like TPMcommitmentfromseniormanagementis
necessaryanda vital aspectof the successof healthandsafetyinthe work place.Properstructure is
a keyaspectas well.There canbe seentobe overlapsfromthe keyaspectsof TPM and healthand
safetywithregardstotraining,monitoring,continuousimprovementandaneedforproper
leadershipandmanagementthroughoutthe life cycle of the systems.
Hugh and Ferrett(2007) state that poor healthandsafetyisoftenrecognisablethroughthe
followingindicators:
Indicator
High sickness, ill-health and absentee rate amongst the workforce
Perception of a blame culture
High staff turnover leading to a loss of momentum in making health and safety improvements
No resources (Budget, people or facilities) made available for the effective management of
health and safety
Lack of compliance with relevant health and safety law and the safety rules and procedures of
the organisation

28
Poor selection procedures and management of contractors
Poor levels of communication, cooperation and control
Weak health and safety management structure
Lack or poor levels of health and safety competence
High insurance premiums
Figure 16 Hugh and Ferrett (2007) Indications of Poor Health and Safety Culture/ Climate
Lookingat the above figure itcan be seenthatmany of the indicatorswouldalsobe seenina
businessthatwouldbe strugglingingeneral.Highstaff turnoverisdiscussedKhilji andWang(2007)
by andtheystate that“Since the earlywork of March and Simon(1958), whoconceptualized
employeeturnoverintentionasareflectionof anemployee’sdecisiontoparticipate andperformin
the organization,turnoverhasbeenusedasanorganizational performance indicator.Formostpart,
voluntaryturnoveristreatedasa managerial problemthatrequiresattention,thusitstheoryhas
the premise thatpeople leave if theyare unhappywiththeirjobsandjobalternativesare available
(Hom& Kinicki,2001)”.This createsa stronglinkbetweenturnoverandthe actual performance of a
business.
Oftenbusinessesthatcannotprovide resourcesforthe managementtouse withregardstohealth
and safetywouldalsobe aconcern as healthandsafetyisnotmerelya wantbut a necessitywith
regardsto industry.
Poorselectionprocedurescoupledwithpoorcommunicationisalsoanearlywarningtoa failing
businessora businessonthe decline,muchasthe same as highdefectsandconsistentbreakdowns
are signsof poor maintenance,andhighaccidentornearmissratesare signsof poor healthand
safety.
3.2.3 Institution of Occupational Safety andHealth (IOSH)
IOSH isthe only charteredbody for healthandsafetyprofessionals.IOSH state thattheir
membershipconsistsof “….more than40,000 individual membersworkingin85 countries,we’re the
biggestprofessional healthandsafetyorganisationinthe world.IOSHwasfoundedin1945 and isa
registeredcharity”
In their2012-2017 Corporate Strategy IOSHstate theirvisionas: “A worldof workwhichis safe,
healthyandsustainable”whichtheyaimtoachieve throughtheirsix keydirectionsareas:
1. International Impact
i. “To focus onsupportingimprovementsinhealthandsafetyforpeople atwork,
wherevertheyare,andtoexplore anddevelopcommercialopportunitiesaround
the world”
2. MembershipDevelopment
i. “To continue toincrease the numberof membersbyofferingarange of membership
categoriessuitableforthe UK andinternationally”
ii. “To continue toprovide membersandmembernetworkswitharange of value
opportunitiesandmethodstoengage withandsupportthe Institution’swiderange
of activities”
3. Influential Leadership

29
i. “To extendandstrengthenIOSH’sleadership,influence andprofileinhealthand
safetyinthe UK and internationally.”
4. Commercial Expansion
i. “To expandIOSH’srange,anddistribution,of profitablecommercialproductsand
servicesinthe UK andinternationally.”
5. Healthand Wellbeing
i. “To continue toprotect andpromote healthandwellbeing,includingawarenessof
IOSH’srelatedactivities,servicesandinitiatives”
6. Infrastructure andResourcesDevelopment
i. “To reviewitsreservespolicyregularlysothatmore funds can be made available,if
neededandappropriate,toinvestinactivitiesinsupportof itsvisionandmission”
ii. “To keepupwithchangesininformation/communicationstechnologyandrelated
applicationssothatboththe needsof the organisationandalso preferencesof users
are satisfied”
iii. “To become an employerof choice”
iv. “To continue toensure thatIOSH’sprocessesandactivitiesare asefficientas
possible”
Many of these aimsseemtointerlinkwithaTPMapplicationinthe workplace.International Impact
focusesonsupportingcontinuousimprovementaswell asdevelopingandreactingtothe changing
marketthat ispresent.MembershipDevelopment involvesmemberengagementwhichisanother
keyaspectof TPM’s bottomupapproach. Bothaim to have everyone involvedatall levelsof the
companyand contributingtothe developmentof the company.
Leadershipisoftenregardedasthe keytoany successful project,endeavourorbusiness.Assuchitis
little surprise thatbothTPMandIOSH bothidentifyitasa keyaspect.Smithand Hawkins(2004)
discussleadershipbutsummarise itseffectonTPM’ssuccessas “…. the displayof leadershipand
commitmentwill be the attributesthatdetermine the long-termsuccessof the LeanEnterprise.”
HSE (2013) state that“Failure toinclude healthandsafetyasa keybusinessriskinboarddecisions
can have catastrophicresults.Manyhigh-profile safetycasesoverthe yearshave beenrootedin
failuresof leadership”.Bothemphasise the importanceof leadershipanditseffectonthe successof
the projectsthat theyeffect.
Healthand Wellbeingcouldbe comparedtothe aimsof one of the pillarsof TPM, SafetyHealthand
Environment.SmithandHawkins(2004) describe safetyas“…. a cornerstone of TPM. The basic
principle behindTPMsafetyactivitiesistoaddressdangerousconditionsandbehaviourbeforethey
cause accidents.”HughesandFerrett(2007) describe Healthas“The protectionof the bodiesand
mindsof people fromillnessresultingfromthe materials,processesor proceduresusedinthe
workplace.”andsafetyas“The protectionof people fromphysical injury.”Bothare aimedat
protectingthe workforce fromharm.
Infrastructure andResourcesDevelopmentaimstoreview itspoliciesandadaptto the changing
situationsthatthe companyisfoundin,much like acontinuousimprovement systemthatwouldbe
implementedinconjunctionwithaTPMpolicy.
By evaluatingthe corporate strategyof IOSH,the onlycharterorganisationwithregardstoHealth
and Safetyprofessionals,andcomparingittoa few of TPM’s pillarsandkeyaspectsitcan be seen
that there are actuallyquite a lotof similarities betweenthe objectives.Inessence then,what
shouldbe revealedthroughthe use of case studiesisthatthere wouldbe alot of interlinkedwork
beingcarriedoutbetweenthe maintenance departmentandthe healthandsafetydepartment and
there shouldbe minimal conflictdue tothe sharedgoalsthatare apparentbetweenIOSHanda TPM
methodologytomaintenance.

30
3.2.4 How Health and Safety EffectsMaintenance Policies
All companiesare governedbyHealthandSafety.Itistheirdutyto protecteveryone,all membersof
staff.Whenlookingatmaintenance inparticular there are manypoliciesthathave a directimpact.
Lookingpurely atwindturbine maintenance,considerationhastobe giventothe heightsa worker
may have to workat, the typesof toolsnecessaryatthat heightandthe fact thattheyare indeedin
a confinedspace.LookingatHydropower,there isobviouslythe possibilityof issueswithwater,
such as leaks,drowningorelectrocution.Everyindustryiseffectedinsucha manner.
To evaluate the potentialimpactof policiespartof the literature surveymustaimtodocumentthe
general policiesthatwouldhave animpactoneach disciplinewithinthe renewableenergysector.
3.2.4.1 General Policies
The aim of thissectionisto reviewpoliciesthatwouldhave aneffectonanyplace of workdespite
theiroperations.These policiesshouldfocusonthe more genericside of healthandsafetyandthe
typical stipulationsthatcompaniesface inindustry.
3.2.4.1.1 The Health andSafety at Work Act (1974)
Hughesand Ferrett(2007) identifythe HealthandSafetyatWorkAct 1974 as the firstact that could
be considered“proactive”rather than“reactive”.Thiswasthe resultof the Robensreportpublished
in1972 whichfoundthat lawswere focusedon“… the requirementforplantandequipmenttobe
safe ratherthan the developmentof parallel arrangementforraisinghealthandsafetyawarenessof
employees.”
It alsostatedthat lawswere strugglingdue tothe advancementof technologyof the time,
referencingthe courtrulingin1955 whichbannedthe use of grindingwheelsthroughoutindustry,
and that ittook fifteenyearstoproduce regulationstoallow itsuse.
Figure 17 Hughes and Ferrett (2007) Principal Recommendations from the Robens Report
Hughesand Ferrett(2007) state that Lord Robensput forwardfourkeyrecommendationsthat
wouldlaterbe the basisforthe HealthandSafetyat Work Act 1974 which can be foundinthe figure
above.HughesandFerrett(2007) alsogo on to furtheraddthat the act leadtothe developmentof
the Healthand SafetyCommission(HSC),whichleadtothe developmentof the HSE.At the time of
There should be a single act that covers all worker and that act should contain general duties
which should influence attitudes
The act should cover all those affected by the employer’s undertaking such as contractors,
visitors, students and members of the public
There should be an emphasis on health and safety management and the development of safe
systems of work. This would involve the encouragement of employee participation in accident
prevention.(Thiswas developed many years later into the concept of health and safety culture)
Enforcement should be targeted at “self-regulation” by the employer rather than reliance on
prosecution in the courts

31
the booktheystate thatthere was a consultationbeingheldaboutthe possibilityof merger
betweenthe HSEandHSC.
Figure 18 Hughes and Ferrett (2007) Duties of Employers to Employees
Hughesand Ferrett(2007) outline the effectof the employertothe employee whichcanbe foundin
the figure above.Thisdemonstratesthatthe employerislegallyresponsible toensure notonlythe
safetyof theirstaff butalsotrainingand educationaswell asthe needfora soliddocumentation
processpoliciesandotherarrangementswithinthe organisation.
On the otherhand employeesonlyhave twomainduties,tobehave responsiblyandtoco-operate
withthe employersothattheymay fullymeettheirlegal obligations.
3.2.4.1.2 Noiseat Work Regulations(1989)
The HSE state that the regulations“….stipulate everyemployershall reducethe riskof damage to
the hearingof hisemployeesfromexposure tonoise tothe lowestlevel reasonablypracticable'.To
thisend,the Regulationsrequire thatanoise assessmentshouldbe made if employeesare likelyto
be exposedtothe firstactionlevel orabove orto the peak actionlevel of noise.“
As suchthenthese regulationsplace the healthof the employeeshearingasa resultof theirwork
life firmlyinthe handsof the employer.Thisplacesandemphasisonthe employerthentomaintain
a suitable level of noise throughoutthe workplaceandnotallow itto elevate toadegree where
employeesare beingaffectednegativelythroughanimpacton theirhearingorothersuch health
relatedissues.
3.2.4.1.3 Electricity at Work Regulations1989
HSE state that“The ElectricityatWork Regulations1989 had a wide remit,covering:worksystems,
protective equipmentandworkactivities;adverse orhazardousenvironments;capabilityand
strengthof electrical equipment;earthingandothersuitable precautions;electrical protection,
insulationandplacingof conductors;connections;integrityof conductors;cuttingoff electrical
supplyandisolation;workingondeadequipment;workingonorin the vicinityof live conductors;
workingspace,lightingandaccess;andcompetentpersons”.
A shortglance at the regulationsshowsthattheyare complex andprovide protectiontoanyone
workingwithanyformof electrical device.The needfortheseregulationswasputforwarddue to
the severe nature of injurythatcouldoccur as a resultof workingwithelectrical devices.
Safe plant and systems of work
Safe use, handling, transport and storage of substances and articles
Provision of information, instruction, training and supervision
Safe place of work, access and egress
Safe working environment with adequate welfare facilities
A written safety policy together with organisational and other arrangement
Consultation with safety representatives and formation of safety committees where there are
recognised trade unions

32
3.2.4.1.4 The European Six Pack
The Europeansix pack was introducedintoUK healthandsafetylaw in1993 as a resultof the EU
directive tointroduce the FrameworkDirective onHealthandSafety Managementandfive daughter
directives. HughesandFerrett(2007) state that theyidentifythe followingareas:
 ManagementOf HealthAndSafetyAtWork
 Workplace
 ProvisionAndUse Of Work Equipment
 Manual Handling
 Personal ProtectiveEquipment
 DisplayScreenEquipment
Unison(2003) state that “The six packcame aboutbecause of a Europeanlaw calledthe ‘framework
directive’whichwasintendedtoharmonise healthandsafetylegislationthroughoutEurope.The
frameworkdirectivewasfollowedbyfive other directives”.
These regulationswerebroughtintostandardise the expectedHSstandardsacrossall membersof
the EU.
As suchthese were essentiallydocumentsforall companiesacrossthe EuropeanUnionto abide by
and to holdthemselvesaccountable by. Failure todoso ledtoinvolvementfromthe HSEand other
such agencies. Unison(2003) acknowledge thisandstate “The fact thatthe ‘six pack’are regulations
doesnotmake themanylessenforceable.The importance thatisputonthemis shownbythe fact
that the Healthand SafetyExecutiveissue around4,000 enforcementnoticeseveryyearunderthe
six regulations,andachieveover200 convictionsayear,a figure thatis increasingeveryyear”.
3.2.4.1.5 The Management of Health and Safety at Work Regulations (1999)
In 1999 the managementof healthandsafetyatworkregulationswere introduced.Hughesand
Ferrett(2007) state that theirreasonforbeingwas“…..the regulationswere notintroducing
conceptsor replacingthe 1974 act – theysimplyreinforcedoramendedthe requirementsof the
healthandsafetyat workact.” The act redefinedandalteredthe dutiesof the employerandthe
employee.The redefineddutiesof the employercanbe foundinthe bellow figure.
Risk assessments where there are five or more employees
Planning, organisation, control, monitoring and review of HS measures in the workplace.
Employ (ideal case) or outsource person to help them comply with HS
Develop and inform everyone of emergency procedures
Provide HS information to all involved with company workplace
Co-operate with others (other employers etc) in matters of HS within the workplace
Provide employee with training
Provide temp workers & their agency with relevant HS information
Protect young persons and expected mothers
Provide HS surveillance for employees, as per the regulations
Figure 19 Hughes and Ferrett (2007) Table of Employers Duties as found in the Management of HS at Work Regulations
1999

33
The informationidentifiedthatneededtobe providedtothe workerisanyrisk identifiedasa result
of the undertakenof ariskassessment,the measuresthatare in place forsuch a riskand the
emergencydetailsshouldthatriskbe fullyrealised.
The employeesdutiesare againlimitedtocompliance withanytrainingthathasbeenundertaken,
reportany seriousdangerandto reportany issue foundwithinthe currentHSarrangements.
3.2.4.2 Renewable Policies
As the renewablesectorwill have itsown specificlegislationsregardingworkingwithwater,height
and electricitythenareview of the legislationaffectingeachsectorwouldallow aninsightintothe
complex relationshipbetweenHSandthe rest of the organisation.
3.2.4.2.1 Hydropower
The main considerationsthatmustbe giventoworkingina hydropowerplant,beyondthe noise
and electricconcerns,are the concernsdue to workingwithwater,atheightsandworkingin
confinedspaces. Muchof the legislationfoundinhydrowill likelybe replicatedinwindenergy
generationdue tothe nature of the setups.One majordifference will be the influence of waterin
the hydropowerscheme.
As suchthe figure belowinthe windpowersectioncouldbe identifiedasbeingapplicabletohydro
powerwiththe additionof the ReservoirsAct1975 and2011. The Act onlyappliestobodiesof
waterthat are above groundnatural level andare inexcessof 25,000 m3
.Withinthe scope of the EU
six pack isalsoa regulationknownasPressure SystemsSafetyRegulations(2000) and Pressure
EquipmentRegulations(1999) whichapplytosystemsthatdeal withhighpressure pipes,valves,
gaugesand suchequipment.Due toahydro powerplantbeingfull of pipesof waterthatcan be
underhighpressure thenthese regulationswould be applicable.
3.2.4.2.2 Wind Power
HSE (2009) states“The hazardsin thisindustryinclude workingfromheight,slips andtrips,contact
withmovingmachinery,possible risksof electrocutionorfromfire andconstructioninverywindy
conditions”andthat“Wind turbinesalso require regularmaintenance;therefore workerswillbe
exposedtothese risksregularly.Although itisarare occurrence,windturbine bladeshave failed 19
and these orfragmentshave beenshowntotravel overappreciabledistances;bladescanalsothrow
ice.Additionally,structural failurescanoccur(HSE investigatedtwoturbine collapseslate in200720
and turbinesare prone tobeingstruckby lightning,whichcouldcause damage andfire.”
Examiningthe statementfromHSEleadstokey areasbeingidentifiedwithregardstolegislationthat
woulddirectlyaffectit. Those outwiththe genericsection canbe seeninthe table below.
Work at Height Regulations 2009
BS EN 62305 series of standards Parts 1-4 – Protection against lightning
BS 6651- Code of practice for protection of structures against lightning

34
The Regulatory Reform (Fire Safety) Order 2005 (FSO)
Confined Spaces Regulation 1997
Figure 20 Wind Power Specific Regulations
3.2.4.2.3 Solar Power
Althoughlimitedinexposure inamassproductionscale inthe UK solarpanelsare oftenfoundon
the roofsof businessesandindividualsalike.The HSE(2010) identifycommonissueswithsolar
panelssuchas the heightandmanual handlingaspectbutalsoidentify“….Exposure totoxic
chemicalsandmetals(e.g. cadmium–a knowncarcinogen) duringsolarpanel manufacture,disposal
and recycling”
The keyissuesidentifiedwhenexaminingsolarare verysimilartothatof the windpowerandas
such mostof the policiesthatwouldhave abearingonwindpowerwouldalsobe applicable tosolar
panels.Extraconsiderationmustbe providedtothe Chemicals(HazardInformationandPackaging
for Supply) Regulations2002 howeverdue tothe nature of a solar panel make up.
3.2.4.2.4 Table of Policies
To representthe discussedpoliciesatable hasbeenconstructedbelow,throughuse of the available
literature andHSE (2010) technologyhazardstable.
Sector Chemicals Confined
Space
Electricity Working
at Height
Lightning
and Fire
Pressure Reservoir
Hydro - X X X X X X
Wind X X X X X - -
Solar X - X X X - -
Figure 21 Quick Guide of Policies and Their Applicability to Certain Sectors
The table makesuse of a similartable createdbythe HSE.Althoughchemicalsare likelytobe used
for cleaningwithinahydropowerplanttheirmajorimpact,thiscolumnwithinthe table focuseson
the informationfoundbythe HSEthat suggestsharmful chemicalsare foundwithinthe
manufacturingprocessof windturbinesandthe full solarpanel process.
Due to the locationandsize considerationassociatedwiththe three identifiedareaswithinthe
renewable sectoritissafe tosay thatall three can be targetedbylightningandhave afire as a result
– windturbinesasa resultof theirmassive height,solarpanelsastheyare oftenfoundonthe roofs
of buildingsandhydropowerstationsastheyare oftenlarge scale constructionsinopenspaces
surroundedbywater.

35
3.3 RENEWABLE ENERGY
The UnitedStatesEnvironmental ProtectionAgency(EPA) (2014) describesrenewable energy,
statingthat it“…includesresourcesthatrelyonfuel sourcesthatrestore themselvesovershort
periodsof time anddo not diminish.Suchfuel sourcesincludethe sun,wind,movingwater,organic
plantand waste material (eligiblebiomass),andthe earth'sheat(geothermal)”
Songet al (2015) highlightthe importance of hydroandwindinthe currentclimate,stating“… wind
powerandhydropowerwhichare dominatingthe renewable technologysuite”.
As suchthe main focusof thisreport will be basedonthe majorrelationshipfoundwithinsolar,
windandhydro powerplants.
3.3.1 Hydropower
EDF Energygive a simple description of hydropowerontheirwebsite andthe differenttypesof
hydroelectricproduction.
“Hydropoweristhe renewableenergycontainedinflowingwater.Electricitygeneratedusing
hydropowerisknownashydroelectricityandisgenerallyconsideredtobe reliable.
In the UK there are three mainmethodsforgeneratinghydroelectricity:
 Storage – where adam collectswaterina reservoir,thenreleasesittodrive turbines,
producingelectricity
 Pumpedstorage – where waterispumpedtoa higherreservoir,usuallyduringtimesof low-
pricedelectricity,thenreleasedtoalowerreservoir,againdrivingaturbine,usuallywhen
the electricityprice ishigher
 Run-of-river–where the natural flow of a riveror streamis usedtodrive a turbine.”
Hydro powerrelies onthree keyaspects,the heightof the water(the difference inheightbetween
the start of the descentandthe turbine),the velocityof the waterandthe efficiencyof the power
system.RenewablesFirstdemonstrate thisintheircalculation:
𝑃 = 𝑚 ∗ 𝑔 ∗ 𝐻𝑛𝑒𝑡 ∗ 𝑠𝑦𝑠𝑡𝑒𝑚 𝑒𝑓𝑓𝑖𝑐𝑖𝑒𝑛𝑐𝑦
Where;
P = Power,measuredinWatts(W).
m = Mass flowrate in kg/s(numericallythe same asthe flow rate inlitres/secondbecause 1litre of
waterweighs1 kg).
g = the gravitational constant,whichis9.81 m/s2
.
Hnet = the net head.Thisisthe gross headphysicallymeasuredatthe site,lessanyheadlosses.To
keepthingssimpleheadlossescanbe assumed tobe 10%, so Hnet isthe grossheadx 90%.
Systemefficiency= the productof all of the componentefficiencies,whichare normallythe turbine,
drive systemandgenerator.Fora ‘typical’small hydrosystemthe turbineefficiencywouldbe 85%,
drive efficiency95%andgeneratorefficiency93%,sothe overall systemefficiencywouldbe 0.85 x
0.95 x 0.93 = 0.751 or 75.1%.

36
3.3.1.1 Storage
Storage involveshavingto constructa large dam across a body of waterand floodingthe area
behindit.Thiscan have an adverse effectonthe environmentsuchasthe Three Gorges Dam that
was builtinChina. A case studybyRevisionWorld discusses some of the adverse effects:
 “Over150 townsand 4500 thousandvillageswill be floodeddisplacingpeople fromtheir
homes
 1.3 millionpeoplewillbe forcedtomove
 The riverlandscape will be foreverchanged
 The lake whichwill be createdcouldbecome very pollutedfromindustrialwaste”.
EDF Energy(2015) state that“A
hydroelectricdamstraddlesariver,
blockingthe water’sprogress
downstream.Watercollectsonthe
upstreamside of the dam, formingan
artificial lake knownasareservoir(1).
Dammingthe riverconvertsthe water’s
kineticenergyintopotential energy:the
reservoirbecomesasortof battery,
storingenergythatcan be releaseda
little ata time”Assuch the more water
that isfoundinthe reservoirthe more
energy,orcharge inbatteryterms,is
available foruse bythe powerplant.
EDF Energy(2015) describe the transitionof the wateranditsconversiontouseable energystating
“The reservoir’spotential energyisconvertedbackintokineticenergybyopeningunderwatergates,
or intakes(2),inthe dam. Whenan intake opens,the immense weightof the reservoirforceswater
througha channel calledthe penstock(3) towardsa turbine.The waterrushespastthe turbine,
hittingitsbladesandcausingitto spin,convertingsome of the water’skineticenergyinto
mechanical energy.The waterthenfinallyflowsoutof the damand continuesitsjourney
downstream.”
Figure 22 EDF Energy (2015) Storage Hydro Station

37
3.3.1.2 Run of the River
A run of the riverhydropowerscheme ingeneral hasnoformof storage.Scottish Renewableslistsa
typical runof the riverscheme as:
“Run of riverschemeshave nosignificantstorage elementanduse the natural flow of the river.
Some schemesuse asmall dam or weirtoallow forshort termregulationof waterflow.Runof river
schemeswithareservoirtendtobe lowheadand highflow while schemeswhichuse natural flow
tendto be highheadand lowflow.”
The lack of anymajor regulationof the waterflow canprove to be somewhatof a disadvantage
duringperiodsof highheat/lowrainfall andduringperiodsof freezingtemperatures.The faster
runningwaterswill be lesssusceptible to
the likelihoodof freezingtemperatures.
CleanTechInvestor(2014) break downa
run of the riverstorage plantintosix key
componentswhichare the intake weir,
penstock,powerhouse,tailrace,access
roads andthe transmissionline.They
alsodiscussthe keyobjectivesof each
part and give themasthe following:
 Intake weir– “constructedto draw
waterfrom the rivercreatinga small
‘headpond’of water”The aimof the
intake weiristherefore similartothat of
an air intake systemintoaninternal
combustionengine.
 Penstocks – "these pipesdeliverwaterfromthe headpondtothe turbinesinthe power
stationdownstream.Theyare normallyplacedatthe bottomof the headpond,inorderto
maximise the intakeof the waterflow,andare typically3-8kmlong”. Essentiallythe lifeline
to the turbines,muchlike aveiniswhencomparedtothe humanheart.CleanTech Investor
state that due to theirsize andnecessaryhighqualitytheycan“take around50% of a
project’scost.”
 Powerhouse –Thisiscore of the scheme,where the generatorsandturbinesare housed.
“Each turbine andgeneratorisuniquelydesignedforthe site,whichisdeterminedbythe
head….flowandvolume of waterof each site….. Turbinesandgeneratorswill normallytake
up to around15% of a project’scost.”Turbinesandgeneratorsare the mostsusceptible
parts of the plantto changesintechnologydue tothe constantimprovementthatisseenin
electricitygenerationanditsefficiencylevels.The generatorsandturbinesare alsoone of
the more maintenance intensive piecesof the overall puzzle due totheirsize,risks and
costs.
 Tailrace – A channel that isusedto transferthe waterafterit haspassedthroughthe
turbinesbackintoitsnatural flow.
 AccessRoads – The cost andqualityof these roadsintothe site will varybasedonlocation
and proximitytoalready existingamenities.
 TransmissionLines –“transmissionlinesfromthe powerhousetothe local transmissiongrid
can have a significantimpactonprojectcosts.A remote site mayrequire significant
investmentintransmissioninfrastructure toconnectthe projecttothe local grid.However,
withstrategicplanning,thiscostcanbe sharedoverseveral projectsif several run-of-river
Figure 23 Clean Tech Investor (2014) Visual Representation of a Run of
the River Hydro Power Plant

38
projectsare developedinclose proximity.”Thisisthe
methodof transferringthe energycreatedatthe site
and transferringittothe national gridwhere itcan
actuallybe used.
3.3.1.3 Pumped Storage
Pumpedstorage isusuallyfoundnexttoothersitesthat
produce a constantlevel of energyandcannotreduce
the amountof the energytheycreate innon-peaktimes,forexampleanuclearpowerplant.
Theyoperate verysimilartostorage hydroelectricschemes,withalarge reservoircontainingwater
beingthe keyelement.The waterisallowedtorundownthe pipelinesandthenpowersthe turbines
ina verysimilarfashion.Pumpedstorage unitswouldbe used duringpeakhoursallowingthe plant
to add to itspeakcapacity.The waterflow will stopwheneitherthe peakstage haspassedorthe
waterhas beendiminished.
Once the plant hassurpassedthe capacitystage it isthenoverproducingelectricityincomparisonto
the necessarydemand.Assuchthe pumpsare activatedandtransferthe vastmass of waterback up
to the top sectionof the reservoirtobe usedat a laterdate.
By doingthisitallowsforthe use of a renewable energy,inthe formof hydroelectric,aswell as
givingthe powerplantsthe abilitytouse the excesselectricityinauseful purpose whichis
eliminatingawaste.The mainadvantage of the pumpedstorage powerplantisthe abilityto
increase the capacity duringpeakhours.
3.3.1.4 Differences and Impacts of Storage and Run of the River
In termsof maintenance,runof the riversystemsusuallyare smallerscale systemswithalotless
complexitytothem. CleanTechInvestor(2014)
states:
“The difference betweenrun-of-riverand
traditional hydropowergenerationisthata run-of-
riverprojectdoesnotrequire alarge reservoirand
projectstendtobe on a smallerscale”.
In termsof maintenance thisleadstolessstaff,less
machinesandingeneral smallermaintenance
needsandcosts.
In the same article ecological impactsare also
discussedandtheymentionthat:
“Low environmental impacts –run-of-riverprojects
are consideredtobe ‘greenenergy’withlittle environmental impact,because theydonotrequire
damminglike large hydroprojects.”
As discussedabove the impactsof storage hydroschemesobviouslyvariesbasedontheirsize, but
the largerscale schemesgive rise to potential foralargerenvironmental impact.Notonlyisthere
majorfloodingthatendangersahighvolume of the wildlife,thereispotentialforthe natural spawn
Figure 24 BBC(2014) Pumped Storage Hydro Power
Plant Initial Stage
Figure 25 BBC(2014) Pumped Storage Hydro Power
Plant Replenishing Stage

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