Total Productive Maintenance (TPM) in TQM

1. Presented by
Dr. R. RAJA, M.E., Ph.D.,
Assistant Professor, Department of EEE,
Muthayammal Engineering College, (Autonomous)
Namakkal (Dt), Rasipuram – 637408
MUTHAYAMMAL ENGINEERING COLLEGE
(An Autonomous Institution)
(Approved by AICTE, New Delhi, Accredited by NAAC, NBA & Affiliated to Anna University),
Rasipuram - 637 408, Namakkal Dist., Tamil Nadu.
Total Productive Maintenance (TPM) in TQM

2. Total Productive Maintenance (TPM)
Definition
 TPM (Total Productive Maintenance) is a maintenance philosophy designed to
integrate equipment maintenance into the manufacturing process.
 The goal of any TPM program is to eliminate losses tied to equipment
maintenance or, in other words, keep equipment producing only good product,
as fast as possible with no unplanned downtime.
Expanded Definition
 Maintenance has traditionally been viewed as a separate entity outside of the
manufacturing process. As companies began to identify the role of maintenance
in the production process a gradual shift in thinking occurred.
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3.  TPM emerged out of the need to integrate maintenance with manufacturing to
improve productivity and asset availability.
 The culmination of change from a reactive/corrective maintenance environment
to one that is based on preventative maintenance through predictive
maintenance is the process of TPM.
 TPM is used to drive waste out of the manufacturing process by reducing or
eliminating production time lost to machine failures.
 The goal of any TPM program is to ensure that machinery and equipment is
always available to manufacture products for the end customer.
 By minimizing rework, slow running equipment and downtime, maximum
value is added at the minimum cost.
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4.  Successful TPM is a group effort where the entire organization works together
to maintain and improve the equipment.
 One of the first steps in implementing TPM is forming teams that are
empowered to improve the process.
 Flattening the organizational structure enables teams to address issues when
they have the greatest impact – when they occur.
 As employees join TPM teams, operators are trained to perform routine
maintenance items and assume an ownership role.
 Employees empowered to affect the process will typically be in a position to
identify and create process improvements that would have normally been
overlooked by management.
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5.  An on-going refactoring of the process provides a method to implement
improvements.
 As maintenance issues are addressed and total productive maintenance
programs implemented, the true value of TPM begins to emerge.
 Just as lean manufacturing relies on Kaizen or continuous improvement;
continuous re-evaluation of the maintenance cycle allows for kaizen in
maintenance programs.
 Root cause analysis exposes the underlying issues to be addressed. By
addressing issues at the root level, problems can be eliminated.
 As with any lean initiative it is critical to measure change.
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6.  OEE (Overall Equipment Effectiveness) is a metric originally developed to
measure the success of total productive maintenance programs by associating
the Six Big Losses with three measurables: Availability, Performance and
Quality.
 OEE enables organizations to benchmark and monitor their progress with
simple, easy to understand metrics. OEE provides both a gauge for the success
of TPM and a framework to identify areas that can be improved.
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7. Benefits
 Equipment maintenance is a fact of life. Companies that understand this and use
TPM to get the most out of their resources see:
 Significantly decreased maintenance costs
 Increased equipment availability and profitability
 Improved teamwork and employee involvement
 TPM provides the tools to turn maintenance programs into a competitive
advantage.
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8. Thank You
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