TPM is a Japanese system of maintenance that originated in 1971 based on preventive maintenance concepts introduced from the US. The goal of TPM is zero breakdowns and zero losses through team-based productive maintenance involving all levels of an organization. It differs from preventive maintenance approaches used in the US by emphasizing small group activities and operators taking responsibility for cleaning, oiling and inspecting equipment. Key aspects of TPM implementation include focused improvement, autonomous maintenance, planned maintenance, training and establishing maintenance standards.

1. TPM(TOTAL PRODUCTIVE MAINTENANCE)
BACK GROUND : TPM IS A UNIQUE JAPANESE SYSTEM OF MANAGERIAL
EXPERTISE . CREATE IN 1971A.D. BASED ON THE PM ( PREVENTIVE MAINTENANCE
OR PRODUCTIVE MAINTENANCE.)
THIS CONCEPT INTRODUCED FROM US IN 1950’S THROUGH 1960’S
SUBSEQUENTLY IN THE 1970’S THROUGH 1980’S TPM GRADUALLY DEVELOPED AS
ITS REMARKABLE ACHIVEMENT BECOME RECOGNISED.
TPM NOW SPREAD THROUGHT ENTIRE CO. STRUCTURE , EVERY LINE OF
BUSINESS & ALL PART OF THE WORLD NOW, IT IS SHIFTING FROM PRODUCTION
SECTOR TPM TO CO. WIDE TPM.

2. TPM : TOTAL PRODUCTIVE MAINTENANCE
•TEAM BASED PRODUCTIVE MAINTENANCE
•INVOLVE EVERY LEVEL & EVERY FUNCTION IN
ORGANISATION FROM TOP EXECUTIVE S TO THE SHOP
FLOOR.
GOALS OF TPM
THE GOAL OF TPM IS ZERO BREAK DOWN & ZERO LOSSES

3. DIFFERENT BETWEEN PM & TPM
JAPAN LEARNED A LOT FROM USA DURING 1950’S ,1960’S INCLUDING
PRODUCTIVE MAINTENANCE, CORRECTIVE MAINTENABNCE , MAINTENANCE
PREVENTION ,RELIABILITY ENGINEERING & MAINTAINABILITY IN ADITION TO
PREVENTIVE MAINTENANCE
THEY HAVE MODIFIED THESE LEARNING IN FORM OF TPM BY ADDING JAPANESE
PERCEPTIVE.AND LATER TAILORING IT TO THE JAPANEESE STYLE OF
MANAGEMENT.
SO ALTHOUGH TPM IS UNIQUELY JAPANEE CO. WIDE PLANT MAINTENANCE
METHOD DEVELOPED IN JAPAN.

4. USA STYLE
(PM)
IT’S FOCUS ON OVERALL IMPROVEMENT OF THE
EFFEICIENCY OF PRODUCTION SYSTEM BY
IMROVING METHODS OF MANUFACTURING ,
USING & MAINTAINING
MAIN CHARECTERSTICS OF TPM IS JISHU HOZEN
BY OPERATORS.OPERATOR MUST PRESERVE &
MAINTAIN OF THEIR OWN EQUIPMENT AS
EXAMPLE CLEANING ,OILING , TIGHTENING
,INSPECTION ETC . IS UNDER CHARGE OF
OPERATOR WHILE EQUIPMENT INSPECTION
(DIGNOSIS) & REPAIR HARD TAKEN BY
SPCIALIZED MAINT. STAFF.
IT REPRESENTS SMALL GROUP ACTIVITIES.IT
INVOLVE FROM TOP EXECUTIVE S TO THE SHOP
FLOOR. THIS IS CALLED ‘ OVERLAPPING SMALL
GROUP ACTIVITIES.’
JAPANESE STYLE
(TPM)
CENTRED ON EQUIPMENT SPECIALIST
.IT MAXIMISE EQUIPMENT EFFICIENCY.IT
DOES NOT ATTEMPT TO IMPROVE
OVERALL PRODUCTION EFFICIENCY BY
CONSIDERING EFFICIENT EQUIPMENT
USES.
IN THIS STYLE OPERATORS ARE
DADICATED FOR PRODUCTION WHILE
ALL MAINTENANCE WORK INCLUIDING
ROUTENE MAINT. UNDER THE CHARGE
OF MAINT. STAFF
THERE IS NO IMPLEMENTATION OF
SMALL GROUP ACTIVITIES TO BE
PARTICIPATED IN BY ALL MEMBERS.

5. KEIKAKU HOZEN (PLANNED MAINTENANCE)
• PREVENTIVE MAINTENANCE : Equipment health control. Fix before failure.
* PERIODIC MAINTENANCE ( TBM) TIME BASED MAINTENANCE
Replace based on pre-determined schedule
* PREDICTIVE MAINTENANCE (CBM)CONDITION BASED MAINTENANCE
Replace based on diagnosis of condition
* OVERHAUL (IR)INSPECTION AND REPAIR
periodic disassembly , inspection and maintenance
• BREAK DOWN MAINTENANCE
Apply this fixing after failure is more economical
• CORRECTIVE MAINTENANCE
Activities of maintenance rationalization and improvement
• MAINTENANCE PREVENTION
Feedback of information and new equipment development based on the feed back
Make the best use of the following methods in order to perform maintenance systematically.

6. SEVEN STEPS OF KEIKAKU HOZEN
1. ANALYSIS OF PRESENT STATUS
2. RESTORATION OF THE DETORIARATED EQUIPMENT
CONDITION
3. TENTATIVE MAINT. STD.
4. OVERALL INSPECTION OF QUALITY FUNCTION
5. IMPROVEMENT OF INSPECTION AND MAINTENANCE
EFFECIENCY
6. EXECUTION OF PREDICTIVE MAINTENANCE.
7. HORIZONTAL REPLICATION.

7. 1. BREAK DOWN
2. SETUP & ADJUSTMENT LOSS
3. IDLING & MINOR STOPPAGE
4. REDUCED SPEED
5. DEFECTS AND REWORK
6. STARTUP AND YEILD LOSS
AVAILABILITY
PERFORMANCE
QUALITY
X
X
OVERALL EQUIPMENT EFFECTIVENESS
SIX-BIG LOSSES
OEE = AVAILABILITY X PERFORMANCE X QUALITY

8. THE PROCESS OF EQUIPMENT MAINTENANCE
Five element of equipment maintenance (such as factory’s situation )into
consideration
1. What Equipment
2. What Parts
Evaluate the criticality of the equipment based on p,q,c,d,s& m criteria
Practical decision making through step activity of jisu hozen & keikaku hozen
Logical decision making through the application of FMEA, FTA ,PM analysis
3. What Maintenance method
Selection depends on the criticality of the equipment
BM TBM IR CBM
4. Draft the standard maintenance procedure
The 5W 1H method should be used to draft the std. maintenance procedure
5. Carry out maintenance systematically
Maintenance tasks must be performed systematically based on the maint.
Calendar & std. Maint. Procedure.

9. EIGHT PILLARS OF TPM
1. FOCUSED IMPROVEMENT (KAIZEN) TO MAKE EQUIPMENT MORE EFFICIENT
2. AUTONOMOUS MAINTENANCE ACTIVITIES
3. PLANNED MAINTENANCE FOR THE MAINT. DEPTT.
4. TECHNICAL TRAINING IN EQUIPMENT MAINTENANCE AND OPERATION
5. EARLY EQUIPMENT MANAGEMENT
6. QUALITY MAINTENANCE
7. OFFICE TPM
8. ENVIRONMENT AND SAFETY MANAGEMENT

10. TWELVE STEPS FOR IMPLEMENTATION OF TPM
1. THE TOP PERSON’S DECLARATION OF THE RESOLVE TO INTRODUCE TPM
2. TPM INTRODUCTION EDUCATION & CAMPAIGN
3. FORMATION OF TPM PROMOTION ORGANISATIONS AND FORMAL ORGANISATIONAL
MODELS
4. SETTING THE BASIS PRINCIPLES AND TARGETS
5. PREPARATION OF A MASTERPLAN FOR IMPLEMENTING TPM
6. KICKOFF OF TPM
7. ESTABLISHMENT OF A SYSTEM FOR IMPROVING THE EFFECIENCY OF THE PRODUCTION
DEPARTMENT
8. ESTABLISHMENT OF INITIAL PHASE MANAGEMENT SYSTEM FOR NEW PRODUCTS AND
NEW EQUIPMENT
9. ESTABLISHMENT OF QUALITY MAINTENANCE SYSTEM
10. CREATION OF SYSTEMS FOR IMPROVEMENT OF THE EFFICIENCY OF ADMINISTRATIVE /
INDIRECT DEPARTMENTS
11. CREATION OF SYSTEMS FOR THE CONTROL OF SAFETY ,HEALTH & ENVIRONMENT
12. COMPLETE IMPLEMENTATION OF TPM .

11. SEVEN STEPS TO JISU HOZEN
1. INITIAL CLEANING
2. COUNTERMEASURE AGAINEST CONTAMINATION
SOURCES & AREAS WITH DIFFICULT ACCESS
3. TENTATIVE CLEANING AND OILING STD. PROCEDURE
4. TOTAL INSPECTION
5. AUTONOMOUS INSPECTION
6. STANDARDISATION
7. AUTONOMOUS MAINTENANCE.

12. SEVEN STEPS TO JISU HOZEN
1 Clean and Inspect Eliminate oil dirt & grim in the m/c , lubricate ,tighten the bolt
2 Eliminate problem
sources &
inaccessible areas
Correct source of dirt &grim , prevent spattering & improve
accessibility for cleaning & lubrication .shorten the time it takes to
clean & lubricate.
3 Draw up cleaning &
lubricating standards
Write std. That will ensure that cleaning,lubricating & tightening
can be done efficiently.
4 Conduct general
Inspections
Conduct skill training with inspection manual & use general insp.
To find & correct slight abnormalities in the equipment.
5 Conduct Autonomous
Inspections
Prepare std. Check sheets for autonomous inspections. Carry out the
inspections.
6 Carryout visual
maintenance
management
Standardize and visually manage all shop floor maintenance
routines. Build a comprehensive system of maintenance
management
7 Carryout consistent
autonomous
management
Develop company policies and objectives,make improvement
activities part of every practice , keep reliable mean time between
failure (MTBF)data,analyze it & use it to improve equipment.

13. FIVE FACTOR ANDCOUNTERMEASURE TO ACHIEVE
ZERO FAILURE
1. ADEQUATE COMPLIANCE WITH BASIC
REQUIREMENTS
2. COMPLIANCE WITH USAGE
REQUIREMENTS
3. RESTORATION OF DETERIORATED
EQUIPMENT CONDITION
4. RECTIFICATION OF DESIGN
WEAKNESSES
5. IMPROVEMENT OF OPERATION AND
MAINT. SKILLS
1. INADEQUATE COMPLIANCE WITH
BASIC REQUIREMENTS
2. NON-COMPLIANCE WITH USAGE
REQUIREMENTS
3. NEGLECTED DETERIORATED
4. INHERENT DESIGN WEAKNESSES
5. LACK OF SKILLS
FACTORS COUNTERMEASURES

14. Red tagging
•Attach tags to problems revealed by cleaning /inspecting
•Fix the problems right away. Then remove the tags
•For a problem that can’t be fixed immediately, draw up
a clear plan to remove the tag.

15. Deterioration
•Natural deterioration : The daily wear & tear that
takes place equipment is used properly .
•Accelerated deterioraion :Equipment deteriorates as
you use it,and misuse often hastens deterioration
Example:
*Problem due to failure to lubricate where necessary.
*Excess wear from dirt or grim on rotating or sliding part
*Motor overheating due to dust clogged cooling fans.

16. B/D Come in 2 type
-A.function loss b/d : Complete loss of equipment function
-B.Function reduction b/d : Equipment suffers from some partial loss
of function (minor stoppage, reduced speed)
•People cause b/d - B/d are also the result of Misguided attitude
Equipment does not break itself,people break it
•Why do m/c fail – Misoperation of equipment & poor maintenance
•When do b/d happen-
A.Initial b/d period – Design,fabrication & installation error
B.Accidental b/d period
C.wear related b/d period- Machine age
•Watch for slight abnormalities
•Coming to grip with zero b/d
•Providing the basic (Cleaning,Inspection ,Lubricating & Tightening
•Daily checks are the first step of TPM
•Find the root cause & restore the equipment
•Why general inspection
•Learning from b/d