Total productivity maintenance (TPM) is a system for maintaining production equipment performance by involving all staff. It aims to eliminate breakdowns and improve productivity. TPM focuses on preventative maintenance through 5S organization and staff empowerment to maintain their own equipment. Overall equipment effectiveness (OEE) is calculated based on performance, availability, and quality to measure productivity levels and identify areas for improvement. Implementing TPM involves selecting a pilot machine, improving its condition, calculating baseline OEE, addressing major issues, and reassessing OEE to drive continuous improvement.

1. TOTAL PRODUCTIVITY MAINTENANCE
Production facility is a system of machines, machine itself is a system of parts.
Machine has its lifetime, parts may worn out. Breakdown will occur more frequent
due to aging machine. The more frequent of breakdown, the more loss of productivity.
That will not happen if we implement total productivity maintenance.
Total Productivity maintenance will let us to maintain machine on it prime
performance. This will perfectly applied to a new factory, prevent the breakdown of
production facility. Keep machine on its original performance, and further improve it
until its top working performance.
How?
According to wikipedia, Total productivity maintenance is defined as a system of
maintaining and improving the integrity of production and quality systems through
the machines, equipment, processes, and employees that add business value to an
organization.
In other simple explanation, Total Productivity Maintenance is a way to maintain and
improving all the production facility (machines, equipments, processes and at wider
scale, employees)

2. The idea is to involve operators in maintaining their own equipment, and emphasizing
proactive and preventive maintenance will lay foundation for improved production
(fewer breakdowns, stops, and defects)
No breakdowns
No small stops or slow running
No defects
No accidents
TPM blurs the distinction between the roles of production and maintenance by placing
a strong emphasis on empowering operators to help maintain their equipment.
5S Foundation
 Sort (eliminate all things that is not needed in the work area)
 Set in Order (organize the remaining items)
 Shine (clean and inspect the work area)
 Standardize (create standards for the above three)
 Sustain (ensure the standards are regularly applied)
Why?
In a clean and well organized work environment, tools and parts are much easier to be
found, and it is much easier to spot emerging issues such as a fluid leaks, material
spills, metal shavings from unexpected wear, hairline cracks in mechanisms, etc.

3. OEE (Overall Equipment Effectiveness)
OEE is a result of calculation (score) that identifies the percentage of planned
production time which is truly productive. It such a kind of dashboard, that allow us
to evaluate how productive is our production facility.
A little description of OEE Score,
 100%, perfect production
 85%, world class
 60%, fairly typical
 40%, poor
OEE has three factors which are multiplied to give one score called OEE
Performance x Availability x Quality = OEE
Performance = Slow Running - Small stop
Availability = Unplanned stops - Set up and adjustments
Quality = Reduced yield - production defects
6 big losses:
 Unplanned stops (Availability loss)
Tooling failure, Unplanned maintenance, Overheated bearing, motor failure.
There is flexibility on where set threshold between unplanned stops and small stops
 Set up and adjustments (Availability loss)
Setup/changeover, material shortage, Operator shortage, major adjustment, warm
up time. This loss is often addressed through set up time reduction programs, such as
SMED (Single minute exchange of die)
 Small stops (Performance loss)

4. Component jam, minor adjustment, sensor blocked, delivery blocked,
cleaning/checking. Typically only includes stops that are less than 5 minutes and do
not require a maintenance personnel.
 Slow running (Performance loss)
Incorrect setting, equipment wear, alignment problem. Anything that keeps the
equipment from running at its theoretical maximum speed.
 Production defects (Quality loss)
Scrap, rework. Rejects during steady state production
 Reduced yield (Quality loss)
Scrap, rework. Rejects during warm up, startup, or other early production
5 simple steps to implementing TPM are as follow:
1. Identify pilot project’s area
 For a company with a limitation of its resources (internal or external), the
best option is to choose simple machine which is easiest to be improved.
 For a company with lot experience and good strong resources (medium to
strong) best option is to choose a machine which ahve a contraint or
bottleneck. The key is (1) to minimize potential risks by make additional
safety/buffer stock which will be used once a breakdown or down time
happened. (2) to monimaize down time at its tolerance limit
 Avoid to choose a machine as a pilot project’s area by only considering on
high frequent downtime. A good pilot projects is one which has a constraint
or bottleneck.

5.  To create a deep foundation of TPM project, make sure that all entities are
involved, a good pilot project team is consists a complete entities start from
operators, maintenance personnels, and managers.
 After a team is ready, Team must to make a selection which machine will be
choosen as a pilot project. Once it’s decided, team must to make a visual
focus (for an example, project board) which displaying all the plans and
progresses of project.
2. Bring the machine to its prime condition
 Record all the initial condition of machine, take pictures and put it to project
boards
 Clean up the area, 5S would applied on this step
 Organize all the tools and equipment using a shadow board.
 Clean the machine, make sure there are no any oil stains, or other stains
remained on machine. Detail this step, and repeat it until the desired
condition achieved.
 Record the conditions after machine is cleaned up. Take pictures and put it to
project board.
 Make a 5S checklist
 Schedule the periodic audit
3. Calculate the OEE
 Make a system that able to record all the data required (6 big losses)
 Identify all the class of those 6 big losses. All the stops and rejects must to be
classified to its category.
 Minimum 2 weeks data record is suggested to calculate the OEE

6. 4. Fix the major losses
 Choose from the records, which losses has a high percentage, and focuss to
eliminate that losses. There are many methods can bes use to identify the
problems, such as 5 whys, fishbone diagram, PDCA. Involve all the entities
to participate to eliminate this losses. If it can not be eliminated, minimize it.
 A problem solving forum can be arranged to compose all the actions needed,
the implementation plans and excecutions , next, to evaluate the result.
 Schedule the planned down time to implement the improvement of machine.
5. Re-calculate the OEE
All that 5 steps could be repeated as a continuous way to improve. The biggest
challenge is not to achieve the high score OEE, but to maintain it at the desired level.
An involvement of top management is absolutely needed.
Pungging, July 27th , 2016
Felix Budi J