This document outlines the principles and implementation of Total Productive Maintenance (TPM). It defines TPM as a company-wide effort involving all employees to improve equipment effectiveness and eliminate breakdowns, defects, and accidents. The document describes the eight pillars of TPM, including 5S, autonomous maintenance, focused improvement, planned maintenance, and training. It then details the 12 step process for implementing TPM within an organization, including establishing policies, education, equipment management programs, and raising TPM levels over time. Potential benefits are also listed such as increased productivity, reduced costs, higher quality, and improved employee attitudes. A case study of TPM implementation at a bearing company is also summarized.

1. TOTAL PRODUCTIVE
MAINTENANCE
F. SENA DEMİRKIR
BAHAR ESİM

2. Outline
1) Definition
2) Origins
- Differences between TPM and TQM
- The First Appliers of TPM
3) Eight Pillars of TPM
3.1) 5S
3.2) Autonomous Maintennance
3.3) Kobetsu-Kaizen
3.4) Planned Maintenance
3.5) Quality Maintenance
3.6) Training
3.7) Office TPM
3.8) Safety, Health and Environment

3. Outline
4) TPM Implementation
4.1) Announce top management’s decision to introduce TPM
4.2) Introductory education campaign
4.3) TPM Promotion
4.4) Establish basic TPM policies and goals
4.5) Preparation and Formulation of a master plan
4.6) TPM kick-off
4.7) Develop an equipment management program
4.8) Develop a planned maintenance program
4.9) Develop a autonomous maintenance program
4.10) Increase skills of production and maintenance personnel
4.11) Develop early equipment management program
4.12) Perfect TPM implementation and raise TPM levels
5) Benefits of TPM

4. Outline
6) Case Study
7) Conclusion

5. 1) Definition
• A company-wide team-based effort to build quality into
equipment and to improve overall equipment effectiveness
Total
all employees are involved
it aims to eliminate all accidents, defects and breakdowns
Productive
actions are performed while production goes on
troubles for production are minimized
Maintenance
keep in good condition
repair, clean, lubricate

6. 1) Definition (continued)
• Total Productive Maintenance (TPM) can be considered as
the medical science of machines.
• It is a maintenance program which involves a newly
defined concept for maintaining plants and equipment.
• The main goal of the TPM program is to markedly increase
production while, at the same time, increasing employee
morale and job satisfaction.

7. TPM’s other goals are :
• Having a clean, tidy and safe work place
• Keeping machines and tools in good condition
• Having a say in what goes on in your cell/area
• Getting things done
• Making life easier - being in control
• Working in a ‘smart’ way
• Owning and having a pride in your machines/cell/area
• Teamwork - production and maintenance
• About making machines as ‘effective’ as possible
1)Definition (continued)

8. 1) Definition (continued)
• TPM is a culture that focuses on improving
the effectiveness of the plant, equipment
and processes through the empowerment of
people.

9. 2) Origins
• TPM is an original Japanese administrative approach.
• TPM arises from Preventive Maintenance (PM) and the
shortcomings of TQM in the maintenance aspects.The
need to go further than preventive maintenance was
quickly recognized by those companies who were
committed to TQM.
• TPM was originated with the systematic improvement of
these principles by the president of Japanese Institute of
Plant Maintenance (JIPM) Seichi Nakajima in 1971.
• As a result TPM originated in order to cover the
shortcomings of TQM in the maintenance area.

10. 2) Origins (continued)
The First Appliers of TPM
• First true TPM initiative developed by Nippon
Denso of the Toyota Group in the early 1970’s in
Japan.
• Nippon Denso of the Toyota Group became the
first company to win the TPM certification.
• First true TPM initiative in the United States
developed by Kodak Co. in 1987.

11. Differences between TPM and
TQM
• TPM is input based
it is equipment focused
• TPM is related to
employees participation
and hardware oriented
• TPM aims to eliminate
losses and wastes totally
(Zero-Defect approach)
• TQM is output based
it is quality focused
• TQM is related to
systematizing the management
and software oriented
• TQM aims to reach incredible
quality levels, defects can
occur parts per million
(Parts per Million Approach)

12. 3) Eight Major Pillars of TPM

13. 3.1) Five-S (5S)
• TPM starts with 5S.
• Problems cannot be clearly seen when the work place is unorganized.
• Cleaning and organizing the workplace helps the team to uncover
problems.
• Making problems visible is the first step of improvement.
Japanese Term English Translation
Seiri Sort
Seiton Systematise
Seiso Sweep
Seiketsu Standardise
Shitsuke Self - Discipline

14. 3.2)Autonomous maintenance
Autonomous maintenance is the collection of
activities in which operators make an important
portion of the maintenance of their machines
independently from the maintenance department.
In other words, train the operators to close the
gap between them and the maintenance staff,
making it easier for both to work as one team and
change the equipment so the operator can identify
any abnormal conditions and measure
deterioration before it affects the process or leads
to a failure.

15. 3.2)Autonomous maintenance
(continued)
• 7 steps are implemented to progressively increase
operators knowledge, participation and responsibility for
their equipment
– 1. Perform initial cleaning and inspection
– 2. Countermeasures for the causes and effects of dirt
and dust
– 3. Establish cleaning and lubrication standards
– 4. Conduct general inspection training
– 5. Carry out equipment inspection checks
– 6. Workplace management and control
– 7. Continuous improvement

16. 3.2)Autonomous Maintenance
(continued) JISHU HOZEN
Before Autonomous Maintenance
Activities Maintenance Staff Operators
Production *
Set-up and measurement *
Cleaning *
Lubrication *
Periodic Maintenance *
Corrective maintenance *
Predictive maintenance *
Breakdown maintenance *
Maintenance prevention *

17. 3.2) Autonomous Maintenance
(continued) JISHU HOZEN
After Autonomous Maintenance
Activities Maintenance Staff Operators
Production *
Set-up and measurement *
Cleaning *
Lubrication *
Periodic Maintenance * *
Corrective maintenance *
Predictive maintenance * *
Breakdown maintenance * *
Maintenance prevention *
Revision * *

18. 3.3) Kobetsu-Kaizen
• Kobetsu-Kaizen is a Japanese term
• Basically Kaizen means improvement and
“Kobetsu-Kaizen” means focused improvements
• In some sources Kobetsu-Kaizen refers to
“equipment and process improvement” when
talking about eight pillars of TPM

19. 3.3) Kobetsu-Kaizen (continued)
• During a TPM application we need to perform lots of
Kobetsu-Kaizen studies.
• For this purpose Kobetsu-Kaizen committees are
structured in the workplaces.
• The establishment of Kaizen Project standards and the
consolidation of the results of these standards are the
duty of the Kobetsu-Kaizen committees.
• Also Kobetsu-Kaizen committees are the most effective
groups who will prevent 16 major losses.

20. 3.3) Kobetsu-Kaizen (continued)
Loss Types
1. Sporadic Loss:
Appears immediately
Can be inspected and solved easily
Occurs rarely
2. Chronic Loss:
Can not be easily identified and solved
Caused by hidden defects in machines or equipments
The frequency of loss is more
Sophisticated measures and analyses are required for solution

21. 3.3) Kobetsu-Kaizen (continued)
16 Major Losses in an Organization
• 8 big losses that impede equipment efficiency
• 5 big losses that impede human work efficiency
• 3 big losses that impede effective use of
production resources

22. 3.3) Kobetsu-Kaizen (continued)
8 big losses that impede equipment efficiency
• Failure losses - Breakdown loss
• Setup / adjustment losses
• Cutting blade loss
• Start up loss
• Minor stoppage / Idling loss.
• Speed loss - operating at low speeds.
• Defect / rework loss
• Closing loss

23. 3.3) Kobetsu-Kaizen (continued)
Important points about 8 big losses
Equipment failure that causes more than 10 minutes stoppages
of machines is called breakdown loss
Set up loss is the time that elapses for the change of the type of
a model in the machine
In order to decrease set-up time under 10 minutes there is a
method called SMED (Single Minute Exchange of Die ) which is
improved by Shigeo Shingo.
Also this method can be used to reduce other losses such as
cutting blade loss

24. 3.3) Kobetsu-Kaizen (continued)
5 big losses that impede human work efficiency
• Management loss
• Operating motion loss
• Line organization loss
• Manipulation loss
• Measurement and adjustment loss

25. 3.3) Kobetsu-Kaizen (continued)
Important points about 5 big losses
• Manipulation loss refers to the losses that are
obligatory to do but do not create any value
• Lifting or lowering the equipment and cleaning the
machine parts can be considered as manipulation
losses.

26. 3.3) Kobetsu-Kaizen (continued)
3 big losses that impede effective use of
production resources
• Energy loss
• Die, jig and tool breakage loss
• Yield loss.

27. 3.4) Planned maintenance
It is aimed to have trouble free machines and
equipments producing defect free products for
total customer satisfaction.
• establish Preventative and Predictive Maintenance systems
for equipment and tooling
• Natural life cycle of individual machine elements must be
achieved
• Correct operation
• Correct set-up
• Cleaning
• Lubrication
• Retightening
• Feedback and repair of minor defects
• Quality spare parts

28. Maintenance Tree
Planned Maintenance
Preventive maintenance
Breakdown Maintenance
Maintenance Prevention
Periodic Maintenance
Predictive maintenance
Revision
Corrective Maintenance

29. Benefits of Maintenance
Lower
operating
costs
Continuous
improvement
Faster, more
dependable
throughput
Higher
productivity
Improved
quality
Improved
capacity
Reduced
inventory
Maintenance

30. 3.5) Quality Maintenance
(Hinshitsu-Hozen)
Hinshitsu-Hozen is a TPM approach which :
• adjusts conditions to zero defect and controls
equipment in order not to make quality defects
• eliminates quality mistakes by verifying that the
measured values for machines are within the
standard limits
• uses the changes in observed values in order to
forecast error probabilities

31. 3.5)Quality Maintenance
(continued) Hinshitsu-Hozen
Hinshitsu-Hozen approach creates such
conditions on the machines that:
• the parameters which affect the the product
quality of machines are defined and controlled
• machines can not produce non-quality products
(Poka-Yoke)

32. 3.6) Training
• The employees should be trained to achieve the four
phases of skill.
• The goal is to create a factory full of experts.
• The different phases of skills are:
Phase 1 : Do not know
Phase 2 : Know the theory but cannot do.
Phase 3 : Can do but cannot teach
Phase 4 : Can do and also teach.

33. 3.6) Training (continued)
It is aimed
• The maintanence staff to think analitically by
increasing their ability levels
• The operators made to clean their machines for all the
time
• To have multi-skilled revitalized employees whose
morale is high and who have eager to come to work and
perform all required functions effectively and
independently.

34. 3.6) Training (continued)
Groups who need TPM Training
• Senior management
• Administrators
• TPM office and committee members
• Engineers and technicans
• Production workers

35. 3.7) Office TPM
• TPM interests all the employees.
• Not only employees working in the plant but also
the office employees are the elements of TPM
• Office TPM should be started after activating four
other pillars of TPM. (namely Jishu Hozen,
Kobetsu Kaizen, Quality Maintenance and
Planned Maintenance)

36. 3.7) Office TPM (continued)
Improvement of Office TPM
• Plant wide TPM rules can be applied to office TPM.
• There are 5 major steps in the improvement of office TPM.
1. Step Cleaning and Ordering
2. Step Detecting the failures and mistakes
3. Step Improvements
4. Step Standardization (defining the hierarchy and jobs)
5. Step Autonomous management

37. 3.8)Safety Health and Environment
It is aimed:
1. Zero accident
2. Zero health damage
3. Zero fires
In this area focus is on to create a safe workplace and a
surrounding area that is not damaged by our processes or
procedures.
This pillar will play an active role in each of the other pillars
on a regular basis.

38. 4) TPM Implementation
12 steps

39. 4.1) Announce top management’s
decision to introduce TPM
• State TPM objectives in a company newsletter
• Place articles on TPM in the company
newspaper

40. 4.2) Introductory education campaign
• Seminars for managers
• Slide presentations for all employees and
giving them TPM handbooks.

41. 4.3) TPM Promotion
• Special committees at every level to
promote TPM
• JH trainings by the group leaders
• Newsletters
• Articles
• Videos
• Posters

42. 4.4) Establish basic TPM policies and
goals
• Analyze existing conditions
• Set goals
• Predict results

43. 4.5) Preparation and Formulation of a
master plan
• A master plan lays out your goals, what you
will do to achieve them and when you will
achieve them
• Detailed plans for each pillar have to be
prepared

44. 4.6) TPM kick-off
• The main kick-off to TPM should take the
form of a formal presentation with all the
employees attending
• This opportunity can be used to gain the full
support of the employees
• Invite external customers, affiliated and
subcontracting companies

45. 4.7) Develop an equipment management
program
• The tools of Total Quality Management and
Continuous Improvement are applied to the
management and improvement of equipment
• Form project teams
• Select model equipment
– identify equipment problems
– analyze equipment problems
– develop solutions and proposals for
improvement

46. 4.7) Develop an equipment management
program (continued)
• Typical membership of a team
– five to seven operators
– a maintenance person
– a technical expert
• Tools
– Pareto
– Cause & effect
– Root cause
– Methods Analysis

47. 4.8) Develop a planned maintenance
program
• Set up plans and schedules to carry out work on
equipment before it breaks down, in order to
extend the life of the equipment
• Include periodic and predictive maintenance
• Include management of spare parts and tools

48. 4.9) Develop a autonomous
maintenance program
• A handing-over of maintenance tasks from
specialized maintenance personnel to
production operators
• Promote the seven steps
• Tasks to hand over
– cleaning
– lubricating
– inspecting
– set-up and adjustment

49. 4.10) Increase skills of production and
maintenance personnel
• The training sessions must be planned shortly after
the kick-off presentation.
• 2 major components
– soft skills training
– technical training
• Train leaders together
• Have leaders share information with group members

50. 4.11) Develop early equipment
management program
• The principle of designing for maintenance prevention
can be applied to new products, and to new and existing
machines.
• New products must be designed so that they can be
easily produced on new or existing machines
• New machines must be designed for easier operations,
change over and maintenance

51. 4.11) Develop early equipment
management program(continued)
• Existing machines:
– analyze historical records for
• trends of types of failures
• frequency of component failures
• root causes of failures
– determine how to eliminate the problem and reduce
maintenance through an equipment design change
or by changing the process

52. 4.12)Perfect TPM implementation and
raise TPM levels
• Evaluate for the PM Award: The Japanese
Institute for Productive Maintenance runs the
annual PM Excellence Award. They provide a
checklist for companies applying for the
award.
• Set higher goals

53. 5) Benefits of TPM
1) Increase productivity and OPE ( Overall Plant Efficiency ) by 1.5
or 2 times.
2) Reduce the manufacturing cost by 30%.
3) Satisfy the customers’ needs by 100 %
(Delivering the right quantity at the right time, in the required
quality)
4) Reduce accidents.
5) Follow pollution control measures.

54. 5) Benefits of TPM (continued)
6) Higher confidence level among the employees.
7) Keep the work place clean, neat and attractive.
8) Favorable change in the attitude of the operators.
9) Achieve goals by working as team.
10) Share knowledge and experience.
11) The workers get a feeling of owning the machine
12)Increase plant capacity

55. 6 ) CASE STUDY
MRC Bearings' TPM Journey
Problems
• In 1996 MRC Bearings, a unionized aerospace industry supplier recognized it had a
problem. They were behind on their orders. Their customers were pushing for
shorter lead times and cost reductions.
• Approximately eighty percent of their maintenance hours were dedicated to
emergency work orders.
• In October of 1997 over one thousand, six hundred and sixty hours were consumed
by unplanned maintenance in just one area.

56. Answer: TPM
• At first, a lot of people were skeptical and not really interested in getting involved
with TPM
• They began by cleaning, inspecting, lubricating, and performing corrective work on
a piece of machinery.
• The physical changes are easy to see. The machines are more reliable, the area is
cleaner and a lot more pleasant atmosphere to work in.
• MRC formed Equipment Improvement Teams (EITs) to work on resolving
equipment-related issues.
• They had a piece of equipment with chronic problems. They kept fixing it only to
see it break down again.
• EIT found the root of the failures, rather than just fixing the symptoms, they were
able to solve this problem.
• In the years following this repair, the problem was completely eliminated. That
success showed a lot of people in the company that TPM can make everyone's daily
life easier as well as improving productivity.

57. Answer: TPM (continues)
• After the initial success, followed by eight TPM events, MRC expanded their TPM
efforts to their second facility.
• They created a TPM Steering Committee at their second site and also created a
Policy group to coordinate the efforts of both facilities.
• Having the company president working with them to drive TPM sent a clear
message to everyone that this was not just another flavor of the month program.
• MRC trained ten TPM Area Coordinators who are dedicated to TPM one week each
month.
• MRC has begun to create full-time TPM teams.
• One such team was able to correct a long-standing equipment problem which
reduced the scrap produced by that equipment to almost zero.
• TPM at MRC has been described as one of the most successful co-management
programs ever started at MRC

58. 7) Conclusion
Today, with competition in industry at an all time high, TPM
may be the only thing that stands between success and total
failure for some companies. It has been proven to be a program
that works. It can be adapted to work not only in industrial
plants, but in construction, building maintenance, transportation,
and in a variety of other situations. Employees must be
educated and convinced that TPM is not just another "program
of the month" and that management is totally committed to the
program and the extended time frame necessary for full
implementation. If everyone involved in a TPM program does his
or her part, an unusually high rate of return compared to
resources invested may be expected.

59. Results
• They were able to achieve almost a 98% decrease in the number
of unplanned maintenance hours in an ten-month period.
• In another area they were able to achieve almost a 99% decrease
in the number of unplanned maintenance hours in an eight-month
period.
• They learned that training is a key in order to be successful with TPM.

60. THANK YOU