Total Productive Maintenance (TPM)

1
© Operational Excellence Consulting. All rights reserved. 1
© Operational Excellence Consulting. All rights reserved.
Total Productive
Maintenance
(TPM)

Learning Objectives
1. Understand the concept and philosophy of TPM
2. Learn the 8 pillars of TPM activities and step-by-step
implementation approach
3. Learn the TPM tools and be able to identify and eliminate loss
4. Learn how to kick-start TPM deployment with Autonomous
Maintenance, Planned Maintenance, Focused Improvement, and
Education & Training activities to improve equipment effectiveness
5. Understand the roles of a TPM implementation organization and
the critical success factors
NOTE: This is a PARTIAL PREVIEW.
To download the complete presentation, please
visit: https://www.oeconsulting.com.sg

Outline
1. Overview of TPM
2. TPM Foundation: 5S & Visual Management
3. Key Tools for TPM
4. Equipment Loss Analysis & OEE
5. The Eight Pillars of TPM
6. TPM Implementation
7. JIPM TPM Excellence Award

4
Machine Failures Have Many Hidden Causes
Overview of TPM
Failure
Loosening
Contamination
Corrosion
Leaks
Flaws
Deformation
Vibration
Cracks
Backlash
Improper
Temperature
Wear
Less
Visible
Visible
Failure is what we
see but is only the
tip of the iceberg
Minor machine
defects are
generally unnoticed
but are the cause of
almost all machine
failures

© Operational Excellence Consulting. All rights reserved.
5
“Anything that can
go wrong, will go
wrong.”
Edward A. Murphy, Jr.
Murphy’s Law

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An Effective TPM Program Extends the Useful Life of
Equipment
Time
Infant
Mortality
Failures
Useful Life Failures
(Constant Failure Rate)
Wear-Out
Failures
Failure
Rate
0
Preventive Maintenance
Extends the Useful Life
The Bathtub Curve
Overview of TPM

What is TPM?
Total Productive Maintenance (TPM) is a method
to achieve maximum equipment effectiveness
through employee involvement
Management + Operators + Maintenance
Overview of TPM

What TPM Is NOT
§ A maintenance department program
§ Just a workshop or kaizen event
§ A way to eliminate skilled trades (maintenance staff, technicians,
etc.)
§ Making operators and office staff into skilled tradesman
Overview of TPM

9
Source: Adapted from Toyota Production System
TPM Provides Basic Stability for Lean Transformation
Focus of
TPM
Overview of TPM
Stability
Heijunka Standardized Work Kaizen
Just-In-Time
• Continuous flow
• Takt time
• Pull system
• Flexible workforce
Jidoka
• Separate man &
machine work
• Abnormality
Identification
• Poka yoke
• Visual Control
Goals:
highest quality,
lowest cost, shortest lead times
Involvement

10
TPM is a Paradigm Shift
Overview of TPM
Old Attitude TPM Attitude
I use I maintain &
I fix
We maintain
Maintenance Operator Maintenance
Operator

11
TPM Facilitates a Culture Change
Work Systems
& Processes
Behavior
Attitude
Culture
The way we act
The way we think
Waste elimination
Overview of TPM

Why is TPM Important?
§ TPM improves teamwork skills and
flexibility between operators and
maintenance staff
§ TPM improves equipment availability
(uptime)
§ TPM saves us money
Overview of TPM

TPM Goals
§ Maximize equipment
effectiveness
§ Zero breakdowns
§ Zero defects
§ Zero accidents
Zero waste!
Overview of TPM

14
Eight Pillars (Strategies) of TPM
Overview of TPM
Office
TPM
Safety,
Health
&
Environment
Autonomous
Maintenance
Planned
Maintenance
Focused
Improvement
Early
Management
Quality
Maintenance
Education
&
Training
5S & Visual Management
TPM Goals:
Zero Defects, Zero Breakdowns,
Zero Accidents

15
Sort: Identifying Red-tag Targets
Source: Adapted from 5S for Operators, Productivity Press
TPM Foundations
Red-tag
Targets
Types of Items
Physical Areas
Inventory
Equipment
Raw materials, procured parts,
processing parts, in-process
inventory, assembly parts,
Semi-finished products,
finished products
Machines, equipment, jigs,
tools, cutting bits, gauges,
Measuring instruments, dies,
carts, conveyance tools,
worktables, cabinets, desks,
chairs, supplies
Floors, walkways, operation areas,
walls, ceilings, lightings, shelves,
storage areas, warehouses

16
Example of Partial Cleaning/Inspection Checklist
Main Response
Lubricate
Restore
Replace
Clean
Is there any dirt or dust at the oil inlets?
Do the oil level indicators show adequate levels?
Can the oil level indicators be clearly seen?
Are there any cracks in the oil tank?
Is the bottom of the oil tank dirty?
Is the oil in the tank dirty?
Is there any oil leakage from the tank or pipe joints?
Are oil levels adequate?
Is the correct type of oil being used?
Is there any clogging in the oil pipes?
Is there any dust or dirt at lubrication sites?
Are the lubrication tools dirty?
26.
27.
28.
29.
30.
31.
32.
33.
34.
35.
36.
37.
Oil Inlets
1.
Tank
2.
Oil Pipes
3.
Lubrication Sites
4.
Mechanism Point
No.
TPM Foundations
Source: Adapted from 5S for Operators, Productivity Press

17
Visual Control – TPM Scorecard
TPM Foundations
Staff Suggestions
Accidents
2017 2018 2019 2020
0
1
2
3
4
5
Accidents/Year
Better
'17/9 '18/3 '18/9 '19/3 '19/9 '20/3 '20/9
200
400
600
800
1000
1200
PPM
Better
2017 2018 2019 2020
0
20
40
60
80
100
Suggestions/Year
Better
'17/9 '18/3 '18/9 '19/3 '19/9 '20/3 '20/9
80
85
90
95
Percent, %
Better
Defect Rate Delivery Performance

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Fuguai Tagging
During initial cleaning
Afterwards –
Everyday process
Tag is removed only after the
repair is made
Key TPM Tools

Monitoring Tags
Key TPM Tools
0
50
100
150
200
250 J
u
l
y
A
u
g
u
s
t
S
e
p
t
e
m
b
e
r
O
c
t
o
b
e
r
N
o
v
o
m
b
e
r
D
e
c
e
m
b
e
r
Number
of
Tags
Tags Issued
Tags Restored
J
u
n
e

20
Types of One-Point Lessons
1. Basic Knowledge
Lesson
2. Examples of
Problems
3. Examples of
Improvement
• Training tool designed to
fill in knowledge gaps
• To ensure team members
have consistent
knowledge they need for
daily production and TPM
activities
• Lessons are focused on
equipment subsystems,
safety points, or basic
operating information
• Based on problems that
have already occurred,
these lessons are
designed to communicate
knowledge or skills to help
operators prevent similar
problems from happening
in the future
• To ensure that successful
improvement ideas are
used widely, these
lessons present what
needs to be done to
prevent or correct
equipment abnormalities
• It describes the
approaches, actions, and
results of specific
improvement projects
Key TPM Tools

21
Example: One-Point Lesson
Dept.
Manager
Super-
visor
Team
Leader
Created
by
Basic
Knowledge
Improvement
Example
Trouble
Cases
Date
Executed
Instructor
Trainee
David
Classification
Tom
Action
History
Mark Paul
Subject
Compressed Air Usage
For Line #1 & 2
TPM One-Point Lesson
No.
Date of
Creation
November, 2010
DL4301
1. Compressed
Air may only be
used on the
Dribbler Scale
ONLY
2. Scale Area is
currently Hard-To-
Reach and may
cause variable
weight if not
cleaned
1
2
Don’t Make A Bigger Mess !!!
One-Point Lesson is a tool with
the following characteristics:
Ø One sheet…
Ø To share the results of
autonomous study…
Ø For 5-10 minutes
Contents can be knowledge and
skills of:
Ø Equipment
Ø Safety
Ø Operation process
Ø Task
Key TPM Tools

22
The Machine Loss Pyramid
Equipment Loss Analysis & OEE
Hundreds
30
10
1
Breakdown
(function loss)
Minor Stoppage
(function reduction)
Minor Failures
(no function reduction)
Hidden Failures
(no function reduction)
Motor burns out
Motor overheating
Vibration causes
bearing deterioration
Loose bolts and nuts
Example
Source: Based on Herbert Heinrich, Industrial Accident Prevention, 1931
To prevent breakdowns, we must track and prevent
these hundreds of minor and hidden failures.

“World Class” OEE
§ “World class” OEE is a standard which is used for comparison or
benchmarking
§ It should be cautioned that the “world class” OEE standard may not
be applicable to all types of industries
OEE Factor World Class
Availability 90 %
Performance 95 %
Quality 99 %
OEE 85 %
For discrete manufacturing industry:

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Six Big Equipment Losses
Source: Adapted from Japan Institute of Plant Maintenance (JIPM)
Overall Equipment
Effectiveness
Availability
Breakdowns
Setups &
Adjustments
Performance
Reduced Speed
Minor Stops &
Idling
Quality
Defects &
Rework
Startup &
Yield Loss
Six Big Losses
§ Conveyors
§ Transport
§ Automatic welders
§ Presses
§ Paint processes
§ Molding machines
§ Machine tools
§ Presses
§ Transfer devices
§ Sensors
§ Automated assembly
§ Grinding
§ Presses
§ Seam welding
§ Raw material
§ Components
§ Fuel
Frequent Sites

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Equipment Losses & OEE
Six Big Losses
Downtime
Losses
Quality
Losses
Speed
Losses
Fully
Productive
Time
Net Operating
Time
Planned Production Time
Operating Time
Equipment
Average total operating loss
30-50%
Breakdowns
Setups &
Adjustments
Reduced
Speed
Minor Stops
& Idling
Defects &
Rework
Startup &
Yield Loss
Breakdowns per machine
(stopped longer than 10 mins)
– less than once a month
Setup/adjustment time – less
than 10 mins
Achieve ideal cycle times
(design speed); increase 15%
or more
Minor stoppages and idling
per machine – under 10 mins
Rate (including products to be
reworked) – less than 0.1%
Startup yield – 99% or more of
lot
Ideal Cycle Time x Total Pcs
Operating Time
Good Pieces
Total Pieces
Operating Time
Planned Production Time
Availability
Quality
Performance
Greater than 90%
Throughput process
- Greater than 99%
Greater than 95%
OEE Factors
OEE = Availability x Performance x Quality
Source: Adapted from ‘TPM for Supervisors’, Productivity Press Development Team

Strategies for Zero Breakdowns
§ Restore equipment
§ Maintain basic equipment conditions
§ Adhere to standard operating procedures
§ Improve operator maintenance skills
§ Don’t stop at quick fixes
§ Correct design weaknesses
§ Study breakdowns relentlessly

27
AM Activities Improve Equipment Efficiency & Upgrade
Operator Skills
Autonomous Maintenance
Correction &
Restoration
Traditional Culture
Operator’s
Knowledge
Detect
Abnormalities
Cleaning is
Inspection
Visual
Workplace
Learn Equipment
Structure &
Function
TPM/Lean Culture
Autonomous
Maintenance
Equipment
Maintenance
Skills
Maintain Optimum
Equipment
Conditions
Standards &
Inspection
Autonomous
Management
Equipment-
focused
Operator-
focused

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Example: AM Activity Board
Step 2: Sources of Contamination
People Results
Definition
Team Mission
Layout of Line & Identified
Important Areas
Safety Hazard
Contamination
Hard-to-reach
Main Failure
• Team Name
• Members
Line
• Mission
• Objectives
Activity & Findings
Step 1: Initial Cleaning
Pictures Before After
Tag List Production Maintenance
Tag Movement
Actual Tags
Display actual findings from
Initial Cleaning such as trash,
unnecessary items, dust and
other contamination
Explain and show Focused
Improvement activities
for sources of contamination
One-Point-Lessons
Team

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4
3
Set Optimum
Equipment Conditions
2
1
Correct & Restore
Abnormalities
Detect
Abnormalities
Four Equipment-related
Skills for Operators
Maintain Optimum
Equipment Conditions

30
Dept. / Line : Bldg Y Mach. ID : Date: 4/28/2004
S D W M
Cleaning
1 Water trap Empty bowl Open valve Cloth 1 X Operator
This is the maximum level for water in the bowl.
Open valve at bottom to release water, wipe up with clean cloth.
Insert
Picture
Here
Tools
T
(Min)
Person
Resp.
Routine Cleaning, Inspection, & Lubrication Standard
Freq
Diagram No. Item Criterion Method
Area : Bag Printer Tag # :
Example: Establish Cleaning Standard

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Maintenance
Activities
Breakdown
Maintenance
Predictive
Maintenance
Preventive
Maintenance
Routine
Maintenance
ROBUSTNESS IMPROVEMENT
EFFECTIVE AND APPROPRIATE REPAIRS
TRENDS MEASUREMENT AND CONTROL
CONDITION BASED SERVICING
BUILDING OF PROGRAMS
TIME BASED APPLICATIONS
CLEANING - REFURBISHING
LUBRICATION & TIGHTENING
DAILY INSPECTION
DAILY EQUIPMENT CARE
X
X
X
X
X
X X
X
X
X
X
Production Maintenance
Example: AM – Who Does What?

§ Preventive Maintenance
§ Corrective Maintenance
§ Maintenance Prevention
§ Breakdown Maintenance
§ Support for Autonomous
Maintenance
§ Specialized maintenance skills
§ Equipment repair skills
§ Inspection and measurement
skills
§ Equipment diagnostic skills
§ Develop new maintenance
technologies
Planned Maintenance:
Main Activities
Improvement of Equipment
à MTBF
Improvement of Maintenance Skills
à MTTR
Planned Maintenance

33
The Four Key TPM Pillars that are Critical for Equipment
Reliability
Focused
Improvement
Education
& Training
Autonomous
Maintenance
Planned
Maintenance
Planned Maintenance

34
Example of TPM Implementation Structure
TPM
Responsible
(Plant Manager)
Focused
Improvement
Autonomous
Maintenance
Education &
Training
Planned
Maintenance
Safety, Health &
Environment
Early
Equipment
Management
Office
TPM
Quality
Maintenance
TPM Promotion
Office
TPM Implementation

35
The JIPM TPM Implementation Model
TPM Implementation
Establishing a Company-wide TPM Policy
1
Forming a TPM Committee
2
Conducting a Preliminary Education and Training
3
Setting a TPM Plan
4
Launching Autonomous Maintenance Activities
5
Launching Planned Maintenance Activities
6
Introducing Quality Maintenance Activities
7
Introducing Focused Improvement Activities
8
Introducing Education and Training Activities
9
Establishing TPM Administration Systems
10
Developing Safety, Health and Environmental Activities
11
Implementing TPM Activity Indicators & Evaluating Their Effectiveness
12
12 Steps of TPM Implementation
Source: Adapted from JIPM

1. Establishing a Company-wide TPM Policy
§ Define and communicate the TPM
policy and objectives to all employees
§ Obtain commitment and support from
top management
§ Develop a plan to integrate TPM with
the company's business strategy
TPM Implementation

2. Forming a TPM committee
§ Form a cross-functional TPM
committee to plan, coordinate,
and monitor TPM activities
§ Assign responsibilities for TPM
implementation to committee
members
§ Develop a communication plan
to ensure TPM activities are
understood and supported
throughout the organization
TPM Implementation

Critical Success Factors
§ Leadership commitment and support
§ Employee involvement
§ Comprehensive training and education
§ Standardizing processes, procedures,
and equipment
§ Continuous improvement
§ Data collection and analysis
§ Measure and improve OEE
Critical Success Factors

39
JIPM TPM Award Categories
Overview of TPM Excellence Model
Source: JIPM
Award for World-class TPM
Achievement
Advanced Special Award
for TPM Achievement
for TPM Achievement
for TPM Achievement
Award for TPM Excellence –
Category B
Special Award for TPM
Achievement
Award for Excellence in
Consistent TPM
Commitment
Award for TPM Excellence –
Category A

Operational Excellence Consulting is a management training and consulting
firm that assists organizations in improving business performance and
effectiveness. Based in Singapore, the firm’s mission is to create business
value for organizations through innovative design and operational excellence
management training and consulting solutions. For more information, please
visit www.oeconsulting.com.sg

Total Productive Maintenance (TPM)

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