Total Productive Maintenance

Improve Productivity,
Quality, Safety, Moral of
Workforce along with
Reduce Cost & Response
time with
TPM Methodology.

Presented by : - Mr. Deepak Sahoo
Prepared by :- Mr. Deepak Sahoo , TPM Consultant

Day Plan
Start time – 9.00 End Time : 3 PM
TPM Part 1 – 9AM – 11 AM
TPM part 2 (5S) – 11.10AM to 12.o5 PM
TPM Part 3 (Kaizen Pillar) – 12.45PM to 2 PM
TPM Part 4 (JH) – 2.10 PM to 3 PM

Lunch time – 12.o5PM to 12.45
Break time @ 11PM and 2 PM


Agenda
• Why Change
• Evolution of Business Excellence culture
• Overview of TPM
• Type of Maintenance
• Pillars of TPM
• Workplace organization (5 S) - Details
• Kaizen Pillar - Details
• JH Pillar - Details


The Story of Eagle

The Story of Eagle…


The Story of Eagle . . .

The eagle has the longest life-span
of its’ species


It can live up to 70 years

But to reach this age, the eagle
must make a hard decision


In its’ 40’s

Its’ long and flexible talons can no
longer grab prey which serves as food.


Its’ long and sharp beak becomes bent


Its’ old-aged and heavy wings, due to their
thick feathers, become stuck to its’ chest and
make it difficult to fly.


Then, the eagle is left with only two options:
die or go through a painful process of change
which lasts 150 days.


The process requires that the eagle fly to a
mountain top and sit on its’ nest


There the eagle knocks its’ beak
against a rock until it plucks it out

The eagle will wait for a new beak to grow
back and then it’ll pluck out its’ talons


When its’ new talons grow back, the eagle
starts plucking its’ old-aged feathers

And after five months, the eagle takes its’
famous flight of rebirth and lives for ...

30 more years

Why Change !
Many times, in order to survive; we have to start a change process.

Sometimes need to get rid of old memories, habits and other past
traditions.

Organizational change is needed in order to align the company with
changing business environment.

Due to External Factors Due to Internal Factors

Market volumes, changing product Skills of employees, present plant
profile, competition on price and variety, technologies with respect to future
segment, product specifications, change product specifications driven by
in business environment driven by customers, level of productivity,
government Policies etc. Quality, cost and
morale of employees.


The Change Process
The change process starts by
 Demonstrated change in the management.
 Setting up a new management system and process that
reflects new approach and mind set.
 Implementing, achieving and sustaining activities in line
with new mindset

Process of
PLAN SHARE UNDERSTAND change
start

Management creates Share with Employees understand
policy and provides the employees the vision of
vision and mission. Management

Change !!!!!
NAME FROM TO
Customer
Company Driven Customer Driven
orientation
Operational
Output Inspection Input Setting
Processes
People processes Individual Effort Team Effort
People skills By pass problem Finding Solution
Decisions Consultative /
Unilateral
Empowered
Leadership Managing Leading
Management Style Delegation Empowerment


Leaders are most important for bringing
change in an organization.

Environment makes people !
If environment changes, people change.


More About People ….
• People need to work with their minds not just
hands
• Smart work is always better than Hard work.
• What – how- when – why – of the problem is
more important than who
• Problems are created by people and hence they
alone can find solutions


Decision styles

You decide within constraints

Let us decide

I will ask you all together and I decide

I will ask individually and I decide
I decide


Style of Working
working levels
Communication

Cooperation

Collaboration

Team working


Style of Working level & Team ?
• A group of
• guys of guys
A group
A collection of
Peoples
A Team Leader
and some peoples

A team is a collection of people
related to one another
who share a common objective
and work in a collaboration with
one another
to achieve a common target.


Team Leader is the Eyes & Ears of Team
Every team has a leader and members.
A team leader……
 First remove his Hat outside.
 Has need for improvement
 Sets targets for the team
 Good communicator
 Good coordinator
 Works as a member
 Resource person for the members
 Understands team’s strengths and weaknesses
 Has counseling skills

Change Factor and It’s Outcomes
Action
Skills Resource
plan
Rewards Confusion

Action
Vision Resource
plan
Rewards Anxiety

Action
Vision Skills
plan
Rewards Frustration

Vision Skills Resource Rewards No Start

Action
Vision Skills Resource
plan Slow Change

Action
Vision Skills Resource
plan
Rewards Change


Change Management Tools

6-
RCM TQM Sigma WCM
TPM

JIT TPS OE
ME

Lean
Manufacturing


What is Maintenance and Its Objective
Maintenance is a set of organised activities that are
carried out in order to keep an item in its best
operational condition with minimum cost acquired.
PLANT

Maximising Production Reduce Breakdowns
M
A
Minimising Energy I Reduce Downtime
Usage N
T
Optimising Useful Life Improving Equipment
of Equipment
E Efficiency
N
Providing Budgetary A Improving Inventory
Control N Control
C
Optimising Resources E Implementing Cost
Utilisation Reduction


Type of Maintenance
 Run to Failure Maintenance (RTF)
 Preventive Maintenance (PM)
 Corrective Maintenance (CM)
 Predictive Maintenance (PDM)
 Improvement Maintenance (IM)


Type Of Maintenance
MAINTENANCE

PLANNED UNPLANNED MAINTENANCE
MAINTENANCE (REACTIVE)
(PROACTIVE)

EMERGENCY BREAKDOWN

PREDECTIVE PREVENTIVE IMPROVEMENT CORRECTIVE
MAINTENANC MAINTENANC MAINTENANCE MAINTENANC
E E E

STATISTICAL CONDITION - DEFERRED REMEDIAL
ENGINEERING DESIGN -
- BASED BASED
SERVICES OUT

WINDOW RUNNIN ROUTINE OPPORT SHUTDOWN SHUTDOWN SHUTDOWN
G U-NITY PREVENTIVE IMPROVEMEN CORRECTIVE
T


Run to Failure Maintenance (RTF)
– Emergency maintenance: it is carried out as fast as
possible in order to bring a failed machine or
facility to a safe and operationally efficient
condition.
– Breakdown maintenance: it is performed after the
occurrence of an advanced considered failure for
which advanced provision has been made in the
form of repair method, spares, materials, labour
and equipment.


Preventive Maintenance (PM)
• Routine maintenance which includes those maintenance activities that are
repetitive and periodic in nature such as lubrication, cleaning, and small
adjustment.
• Running maintenance which includes those maintenance activities that are
carried out while the machine or equipment is running and they represent
those activities that are performed before the actual preventive maintenance
activities take place.
• Opportunity maintenance which is a set of maintenance activities that are
performed on a machine or a facility when an unplanned opportunity exists
during the period of performing planned maintenance activities to other
machines or facilities.
• Window maintenance which is a set of activities that are carried out when a
machine or equipment is not required for a definite period of time.
• Shutdown preventive maintenance, which is a set of preventive maintenance
activities that are carried out when the production line is in total stoppage
situation.


Corrective Maintenance (CM)
• Remedial maintenance, which is a set of activities that are
performed to eliminate the source of failure without
interrupting the continuity of the production process.

• Deferred maintenance, which is a set of corrective
maintenance activities that are not immediately initiated
after the occurrence of a failure but are delayed in such a
way that will not affect the production process.

• Shutdown corrective maintenance, which is a set of
corrective maintenance activities that are performed when
the production line is in total stoppage situation.


Improvement Maintenance (IM)
 Design-out maintenance which is a set of activities that are used to
eliminate the cause of maintenance, simplify maintenance tasks, or
raise machine performance from the maintenance point of view by
redesigning those machines and facilities which are vulnerable to
frequent occurrence of failure and their long term repair or
replacement cost is very expensive.

 Engineering services which includes construction and construction
modification, removal and installation, and rearrangement of
facilities.

 Shutdown improvement maintenance, which is a set of improvement
maintenance activities that are performed while the production line is
in a complete stoppage situation.


Predictive Maintenance (PDM)
• Condition-based predictive maintenance
depends on continuous or periodic condition
monitoring equipment to detect the signs of
failure.

• Statistical-based predictive maintenance
depends on statistical data from the meticulous
recording of the stoppages of the in-plant
items and components in order to develop
models for predicting failures.

What is TPM ?
• Total Productive Maintenance

• Total Profit Management
• Total People Management
• Total Perfect Manufacturing
• Total Productive Management
• Total Product Manage


How it Origin ?
PRODUCTION ENGINEERING Preventive maintenance was conceived in
the 1950s post world war II. Productive
maintenance (developed in 1960s),
STATISTICAL PROCESS CONTROL
incorporates disciplines like maintenance
prevention design, reliability,
maintainability engg, and economic engg
ORGANIZATION THEORY to enhance the economic life of the
equipment investment for the entire life
of the equipment

Excellent

GROUP DYNAMICS
Companies
Social Learning
Theory
Nakajima
TPM
TPM started with the automobile industry &
rapidly became part of the culture at Toyota,
Nissan & Mazda in Japan and few other
COGNITIVE organizations in the USA. Initially TPM activities
PSYCHOLOGY were limited to those departments directly
BEHAVIORAL involved with production, however now
SCIENCE administrative departments have also started
QUALITY MOVEMENT applying the principles of TPM.


The Origin Of TPM.
• World war II – huge losses to Japanese industry & economy. Japanese
Automotive Industry helped by Management Experts from USA
• Challenges faced by Japanese industry
Low demand for high variety Stringent Quality requirements
To produce at Lowest cost to be competitive

• Evolution of Planned Maintenance – for quality & reliability
Changeover time reduction (SMED) – for flexible & small batches
• Evolution of regime of Asset care and
People Care
• Primary pillars of TPM
• Planned Maintenance
• Autonomous Maintenance (Basic Equipment Care)


From FPS – XPS – TPS - TPM
TPM was first applied by the Japanese company Nippondenso, a supplier
to the automotive industry.

TPM
Ford Xerox Toyota
Production Production Production
System System System

Later the method was further developed by the Japan Institute for Plant
Maintenance.

Break the cycle of (Fix – Operate – Failure – Fix)
3

FIX

1 2
OPERATE FAILURE

There is a temptation to fix the failure and keep operating till
the next failure. We need to break this cycle.

MMM - A new definition of Asset care


TPM is Double ‘S’ for sustained implementation

Slow & Steady Sweet


Objectives of TPM:

Zero Accident
3 Z’s Zero Breakdown

Zero Abnormalities

What has been decided
must be done
exactly as per standards
Passion No excuses
No compromise
Perfection


TPM Definition:
A set of activities for
restoring equipment to its
optimal condition and
changing the work
environment to maintain
those conditions through
daily maintenance
activities.


Total Productive Maintenance: the jargon
5S - This refers to the five Japanese words seiri, seiton, seison, seiketsu, shitsuke. These represent
guidelines to organize and manage the workspace in such a way, that a visual controlled and efficient
production becomes possible. The key target of 5S is to keep the workplaces clean and organized.

Dojo - Strictly speaking this is a sports centre for Japanese martial arts!. Within the framework of TPM,
a Dojo is however an internal training facility to practise this improvement method.

First time right - This expression emphasizes the importance of doing things correct the first time.
After all, rework will reduce the Overall Equipment Effectiveness!

Gemba - Gemba is a Japanese term for ‘place where it happens’, here this is the manufacturing floor.
The saying “go to the gemba" means that managers should visit their shopfloor frequently to discover
problems and to help to realize improvements.

Kaizen - Literally this means adjusting a process (kai) to become good (zen). However, Kaizen also
stands for implementing small improvements, step-by-step. See also: SGA.

Labeling - Labeling involves the marking of things that are desired or not. Labeling methods vary from
cards with desired repair-actions and target dates on it, to marking the correct position of a temperature
indicator.


Total Productive Maintenance: the jargon 2
Model machine - During the implementation of TPM, this machine is ahead of the other equipment
regarding optimization and standardization (by rolling out the TPM pillars)

Overall Equipment Effectiveness (OEE) - This index number for the machine efficiency is
multiplication of several sub-indicators, which all have a value between 0 and 1, and 100%. Usually, at least
the following sub-indicators are included in the OEE:
The machine availability A = (scheduled production time – standstill)/( scheduled production time)
The relative machine performance P = (average processing time)/(fastest possible processing time)
The Quality Q = the fraction approved products
In that case, OEE = A x P x Q x 100%.
It is possible to add extra sub-indices at will, such as the supply performance S. By doing that, the definition
of the OEE can be stretched to such an extent, that it is better to rename it to Overall Factory
Efficiency (OFE). In all cases, the aim of carrying out OEE-measurements is the detection of hidden losses.
This resembles the elimination of waste with Value Stream Mapping, a tool used in Lean manufacturing.

One Point Lesson (OPL)
This is a best practise operation procedure written down on a sheet of A4, for example simple (visual)
instructions to set-up, inspect and/or maintain certain machines. The aim is to standardize operating
procedures, as a foundation for improvement. One Point Lessons are also used to describe suggestions for
improvements, which are then (before implementation) subject to discussion and possible adaptation by all
the people involved.

Pareto - This is the concept that 20% of the causes are usually responsible for 80% of the consequences (like
machine-failures resulting in a low OEE)

Pillar - The goal of the management pillars is to improve low OEE-values in a targeted way. TPM embraces
at least eight management pillars, or areas of special interest. These are:
– Continuous (focused) improvement - kobetsu kaizen
– Autonomous maintenance - jishu hozen ('maintenance is a task of everyone’)
– Planned (preventive) maintenance
– Training (with the aim to standardize the work)
– Early (equipment) management: maintenance is taken into consideration when new equipment is
purchased. Another aim can be the optimal design of a new production line, so that it intrinsically
has a high OEE.
– Quality management
– TPM in the office: the optimization of administrative processes.
– Safety and environment

Sometimes ‘the optimal use of employee competences’ is added as ninth pillar. Another rather popular extra
pillar is Lean Flow, to introduce Lean manufacturing tools and to prevent local optimization.


SGA or Small Group Activity - A multi-disciplinary improvement group, with for
example engineers, operators and quality inspectors, tries to solve one specific
problem that is responsible for a low OEE-value.

SMED - This acronym stands for Single Minute Exchange of Dies. SMED was
invented by Shigeo Shingo at Toyota. He claimed that molds for forming automobile
bodies should be exchangeable within ten minutes. Later, this concept widened to
reduce machine set-up times in general. In TPM the aim is to increase the OEE, by
reducing the standstill time. SMED is also applied in Lean manufacturing.

TPM-board
This is a board with the size of a poster, with OEE-charts, objectives, activities and
the members of a SGA-team. These boards typically hang in places where many
people come, for example in coffee rooms.


Operator and Equipment


Individual
Improvement

Planned Maintenance

Development
management
Pillars Of TPM

Education & Training

Autonomous
TPM

Maintenance

Quality Maintenance

5S / workplace organization
TPM in Offices

Safety, health &
Environment

Healthy equipment like a healthy body.
AM Pillar More Details

Daily Prevention Measure Inject before
Deterioration breakdown

Routine Service Monitor Timely Preventive
Clean Predict Maintenance
Tighten
Adjust
Inspect
Lubricate

By Operators &
By Operators Maintainers By Maintainers


Enhance pride and ownership at the workplace …

CLEANING

CHECKING

DISCOVER PRIDE IN THE
ABNORMALITIES WORKPLACE

RESTORE & ELIMINATE
ABNORMALITIES

POSITIVE EFFECTS (Event Review)


TPM enhances the effectiveness of both Plant Equipment &
Human Resources
Benefits
Transformation in human resources
Education & empowerment of employees such that… • Reducing equipment
• Operators can perform autonomous maintenance breakdowns
• Maintenance can perform high quality maintenance
• Every one can focus on product & process • Minimizing idling and
improvements minor stops
• Lessening Quality defects
/ claims
• Boosting productivity
• Shrinking inventory
Transformation in plant equipment
• Cutting accidents
•Efficiency improvement through enhanced • Promoting employee
utilization of equipment
•Proper assessment of Maintenance cost & better
involvement / increased
spending suggestions from
employees


JH / AM Pillar
OBJECTIVE
TO PRACTISE AUTONOMOUS MAINTENANCE ACTIVITIES TO
ACHIEVE ZERO EQUIPMENT FAILURE AND ZERO PRODUCT DEFECT
CAUSED BY FORCED DETERIORATION

JISHU HOZEN FOCUSSED ON UPGRADING SKILL OF THE
OPERATORS TO ASSESS:

ABILITY TO DETERMINE & JUDGE WHEN OPERATING
CONDITIONS BECOMES ABNORMAL.

ABILITY TO MAINTAIN BASIC OPERATING CONDITIONS.

RESPOND QUICKLY TO ABNORMALITIES & INFORM IN CASE OF
ANY DOUBTS.

JH Pillar
JISHU - HOZEN IS PROCESS OF CHANGE
OF THINKING :

- FROM –

“ I OPERATE THE EQUIPMENT &
SOMEBODY ELSE MAINTAIN IT”

- TO -

“ THIS IS MY EQUIPMENT & I MAINTAIN IT”

Kaizen Pillar
Objective :
“TO MAXIMISE OVER ALL EFFECTIVENESS OF THE
PLANT AND PROCESS BY ELIMINATION OF ALL LOSSES
AND TO REDUCE COST OF PRODUCTION THROUGH
SMALL GROUP ACTIVITIES ”

Focus on 16 Major Losses


PM Pillar
Objective :
“TO ACHIEVE ZERO EQUIPMENT FAILURE AND
DOWNTIME WITH MINIMUM MAINTENANCE COST”
Activities :
 SUPPORT & GUIDANCE FOR JISHU HOZENACTIVITIES
 ZERO FAILURE ACTIVITIES
 ESTABLISHMENT OF PLANNED MAINTENANCE STRUCTURE
 LUBRICATION MANAGEMENT ACTIVITIES
 SPARE PARTS MANAGEMENT ACTIVITIES
 MAINTENANCE COST MANAGEMENT ACTIVITIES
 PREDICTIVE MAINTENANCE IMPROVEMENT &
 SHUTDOWN MAINTENANCE
 ENHANCEMENT OF MAINTENANCE TECHNOLOGY AND SKILLS


ED Pillar
Objective :
 TO ELIMINATE PRODUCT DEFECT,EQUIPMENT FAILURE AND
ACCIDENT DUE TO LACK OF SKILL AND KNOWLEDGE.
 TO MAKE EACH OPERATION & MAINTENANCE PERSONNEL AN
EXPERT IN OWN AREA.
 TO DEVELOP MULTISKILL WORKFORCE.
Activities :
 TRAINING ON BASICS OF BOLTING,LUBRICATION,
HYDRAULICS, PNEUMATICS AND ELECTRICITY.
 EVALUATION OF EFFECTIVENESS OF TRAINING.
 IDENTIFY TRAINING NEED FOR MULTI-SKILL ACTIVITY &
ORGANISE TRAINING.


QM Pillar
Objective :
 TO ACHIEVE AND MAINTAIN ZERO DEFECTS IN OUR PRODUCT
FOR TOTAL CUSTOMER SATISFACTION.
 Activities :
 SET CONDITIONS FOR ZERO DEFECT.
 MEASURE & INSPECT CONDITIONS AND ANALYSE TRENDS
TO PREDICT POSSIBILITY OF DEFECT GENERATION.
 MAINTAIN PARAMETERS WITHIN STANDARD VALUES BY
TAKING PRIOR COUNTER MEASURES.


SHE Pillar
Objective :
 TO MAKE & MAINTAIN FACTORY A SAFE & CLEAN WORK PLACE
AND TO ENSURE “ ZERO ACCIDENT” WITH ALL EMPLOYEES
PARTICIPATION
Activities :
 Accident Reduction
 Better Resource Management
 Pollution Control
 Hygiene Work Place


DM Pillar
Objective :
 Zero Losses in Process and Zero Waste in system.
Activities :
 New Product innovation
 Value Mapping
 Management Style Improvement
 Better Work flow
 Loss cost structure
 Web Matrix
 Vender development
 Branding


Office TPM Pillar
Objective :
 Zero Losses in Management and collaborative work
culture among all department.
Activities :
 5S in Office
 Financial and other supportive dept.
 File Motion Study
 Command time study
 Productivity cultural study
 Work Study


Sustenance Cycle
Communicate

Sustenance Cycle
CRR

Review / Audit Resistance Prevention


What should we communicate?
Communication levels:
1. Initiative Level
i. TPM Evolution
ii. Definition (Restoring original conditions, continuous improvement, change in the
working environment, daily maintenance activities)
iii. Benefits of TPM – self and organization
iv. Process of implementation
2. Organization level benefits
i. Problem
ii. Improvement
iii. Benefit
3. Actual workplace level – what change is to be incorporated
– Checklist, different method of working, different tools for work and its benefits


Resistance Prevention…
We come across several excuses for not sustaining the improvements.

Most of them can be categorized under the following:

1. Lack of understanding / awareness

2. Lack of motivation / recognition

3. Lack of interest / self benefit

4. Inability to accept change / complacence

5. Non-operational issues


Sustenance…
There are a variety of techniques we can employ to ensure
that our efforts are sustained:

• Development of policies and goals

• Create measurement tools

• Frequent assessments of current conditions to ensure they
are on target

• Creation of Process Improvement Teams to ensure that
these efforts are sustained and enhanced

Thank You !!!!

Any Question ?

Connect With Me @
Mobile :- +974 – 3370 8982
Email :- dksahoo2@gmail.com


Total Productive Maintenance

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Total Productive Maintenance

Similar to Total Productive Maintenance (20)

More from DEEPAK SAHOO

More from DEEPAK SAHOO (16)

Total Productive Maintenance