Total productive maintenance (TPM) aims to maximize equipment effectiveness through improved maintenance practices and operator involvement. It has 8 pillars including autonomous maintenance, focused improvement, and planned maintenance. TPM seeks to increase availability, performance, and quality while reducing costs. Barriers to implementation include lack of resources and resistance to cultural changes in maintenance practices.

1. TOTAL PRODUCTIVE
MAINTENANCE
(TPM)
BY
SASIDHARAN M

2. INTRODUCTION
• Total productive maintenance (TPM) originated in Japan in 1971
as a method for improved machine availability through better
utilization of maintenance and production resources.
• TPM is a maintenance process developed for improving
productivity by making processes more reliable and less
wasteful.TPM is an extension of TQM(Total Quality
Management)

3. WHY TPM ?
• Avoid wastage in a quickly changing economic environment.
• Producing goods without reducing product quality.
• Reduce cost.
• Produce a low batch quantity at the earliest possible time.
• Goods send to the customers must be non defective.

4. WHAT IS TPM?
• Strategy of TPM is to change the attitude from “I use, You
maintain” to “I use, I maintain”.
• Think about how to Increase production and reduced cost by
reducing or eliminating loss, and this is the TPM.

5. OBJECTIVES OF TPM
• Improving the effectiveness of machines.
• Improving the efficiency, reliability and effectiveness of
maintenance of machine.
• Scheduling maintenance for avoiding early maintenance.
• Involving operation team also in smaller scale maintenance,
such as machine checklist inspection before starting and after
closing the machines.
• Arrangement of training for amending the skills of employees.

6. PILLARS OF TPM

7. PILLAR 1 – AUTONOMOUS MAINTENANCE
• A collaborative team activity involving production, maintenance, and
engineering.
• Maintaining Basic conditions on shop floor & in Machines.
• All over participation through TPM Circles.
• Example: 5 S’, JISHU HOZEN ( Autonomous maintenance ), etc.,
• An approach that
• Develops operating and maintenance skills
• Strengthens communication and cooperation

8. PILLAR 2 – FOCUSED IMPROVEMENT
• Improvement on every one’s activity.
• Improvement is to eliminate Production losses and cost
reduction.
• Improvement in Reliability, Maintainability, and cost.

9. PILLAR 3 – PLANNED MAINTENANCE
• Logical analysis “Real causes for real counter measures”.
• Focus on Prevention.
• It is aimed to have trouble free machines and equipments
producing defect free products for total customer satisfaction.
• Example: Preventive Maintenance, Breakdown Maintenance,
etc.,

10. PILLAR 4 – QUALITY MAINTENANCE
• Developing perfect machine for perfect Quality.
• Eliminating In – Process defects and custom complaints.
• Policy :
• Defect free conditions and control of equipments.
• QM activities to support quality assurance.
• Focus of prevention of defects at source
• Focus on POKA-YOKE. ( fool proof system )
• In-line detection and segregation of defects.
• Effective implementation of operator quality assurance.

11. PILLAR 5 – EDUCATION & TRAINING
• Skills development for uniformity of work practices on machines.
• Skills for Zero defects, Zero breakdowns & Zero accidents.
• Multi Skilled employees in all departments.
• Four Levels of Skills
• Level 1: Lack both theoretical and practical ability (needs to be taught)
• Level 2: Knows theory but not in practice
• Level 3: Has mastered practice but not theory
• Level 4: Mastered both practice and theory

12. PILLAR 6 – DEVELOPMENT MANAGEMENT
• Developing machines for “high equipment effectiveness”.
• Quick process for developing new products.
• Example: KAIZEN
• Kaizen Policy :
• Practice concepts of zero losses in every sphere of activity.
• Relentless pursuit to achieve cost reduction targets in all resources.
• Relentless pursuit to improve over all plant equipment effectiveness.
• Extensive use of PM analysis as a tool for eliminating losses.
• Focus of easy handling of operators.

13. PILLAR 7 – SAFETY, HEALTH &
ENVIRONMENT
• Zero accidents and Zero hazards at works.
• Zero Pollution at Plant and Environment.

14. PILLAR 8 – OFFICE TPM
• Office TPM must be followed to improve productivity, efficiency in the administrative
functions and identify and eliminate losses.
• This includes analyzing processes and procedures towards increased office automation.
• Plans & Guidelines:
• Providing awareness about office TPM to all support departments
• Helping them to identify P, Q, C, D, S, M in each function in relation to plant performance
• Identify the scope for improvement in each function
• Collect relevant data
• Help them to solve problems in their circles

15. AVAILABILITY
• Calculation: Availability = Available Time / Scheduled Time
• Example:
• A given Work Center is scheduled to run for an 8 hour (480 minute) shift.
• The normal shift includes a scheduled 30 minute break when the Work
Center is expected to be down.
• The Work Center experiences 60 minutes of unscheduled downtime.
• Scheduled Time = 480 min – 30 min break = 450 Min
• Available Time = 450 min Scheduled – 60 min Unscheduled Downtime =
390 Min
• Availability = 390 Avail Min / 450 Scheduled Min = 87%

16. PERFORMANCE
• Calculation: Performance = (Parts Produced * Ideal Cycle Time) / Available Time
• Example:
• A given Work Center is scheduled to run for an 8 hour (480 minute) shift with a 30
minute scheduled break.
• Available Time = 450 Min Sched – 60 Min Unsched Downtime = 390 Minutes
• The Standard Rate for the part being produced is 40 Units/Hour or 1.5 Minutes/Unit
• The Work Center produces 242 Total Units during the shift. Note: The basis is Total
Units, not Good Units. The Performance metric does not penalize for Quality.
• Time to Produce Parts = 242 Units * 1.5 Minutes/Unit = 363 Minutes
• Performance = 363 Minutes / 390 Minutes = 93.0%

17. QUALITY
• Calculation: Quality = Good Units / Units Started
• Example:
• A given Work Center produces 230 Good Units during a shift.
• 242 Units were started in order to produce the 230 Good Units.
• Quality = 230 Good Units / 242 Units Started = 95.0%

18. TOTAL EFFECTIVE EQUIPMENT
PERFORMANCE
• OEE = Availability x Performance x Quality
• Calculation: TEEP = Loading x OEE
• Example:
• A given Work Center experiences…
• OEE of 34.0%
• Work Center Loading is 71.4%
• TEEP = 71.4% Loading x 34.0% OEE = 24.3%

19. LOADING
• Loading = Scheduled Time / Calendar Time
• Example:
• A given Work Center is scheduled to run 5 Days per Week, 24
Hours per Day.
• For a given week, the Total Calendar Time is 7 Days at 24
Hours.
• Loading = (5 days x 24 hours) / (7 days x 24 hours) = 71.4%

20. DIRECT BENEFITS OF TPM
• Increase productivity and OPE ( Overall Plant Efficiency ) by 1.5
or 2 times.
• Rectify customer complaints.
• Reduce the manufacturing cost by 30%.
• Satisfy the customers needs by 100 % ( Delivering the right
quantity at the right time, in the required quality. )
• Reduce accidents.
• Follow pollution control measures.

21. INDIRECT BENEFITS OF TPM
• Higher confidence level among the employees.
• Keep the work place clean, neat and attractive.
• Favorable change in the attitude of the operators.
• Achieve goals by working as team.
• Horizontal deployment of a new concept in all areas of the
organization.
• Share knowledge and experience.
• The workers get a feeling of owning the machine.

22. DIFFICULTIES FACED IN TPM
IMPLEMENTATION
• Sufficient resources like people, money, time, etc. and assistance are not
provided.
• TPM is not a “quick fix” approach, it involve cultural change to the ways to
do the things.
• Incomplete understanding of the methodology and philosophy by middle
management.
• Many people treat it just another “program of the month” without paying any
focus and also doubt about its effectiveness.
• Workers show strong resistance to any change
• Many people considered TPM activities as additional work or threat.