The document provides an overview of Total Productive Maintenance (TPM). It discusses that TPM is a holistic approach to equipment maintenance that aims for perfect production through collaboration between management, operators, and maintenance. The document outlines the 8 pillars of TPM which include techniques like autonomous maintenance, planned maintenance, quality maintenance, and training. It also discusses metrics like overall equipment effectiveness and defines terms like mean time between failures. Overall, the document serves as an introduction to TPM concepts, techniques, and implementation.

1. Total Productive Maintenance
TPM - A zero sum game
TPM

2. TPM

3. What to Learn?
 Philosophy: Why TPM
 Foundation: 5S and Visual Management
 Maintenance
 Equipment Loss and OEE
(Over-all Equipment Efficiency)
 8 Pillars of TPM: Step-by-Step
 Success Factors
 Training and Education
TPM

4. TPM (Total Productive Maintenance) is a holistic approach to
equipment maintenance thatstrives to achieve perfect
production.
Management + Operators + Maintenance
TPM

5. The Big why? TPM
Processes in the total production system are now dependent upon each other.
Equipment available time or up-time is critical as inventory levels and production lead times continue to
be reduced.
Maintenance related expenses can account for over 30% of total manufacturing costs, representing a
significant cost reduction opportunity.
New technology & equipment requires significant investment and therefore the related return on
investment must be maximized.
JIT requires all equipment to produce the correct product in the correct quantities when required.
Reliability and Flexibility are paramount.
Life Cycle Costs need to be reduced to maintain competitiveness in the market.
TPM allows for the more effective use of human resources,
supports personal growth and Manufacturing flexibility
objectives.

6. TPM - A zero sum game
 Zero Unplanned Downtime
 Zero Defects
 Zero Speed Losses
 Zero Accidents
Summary
TPM

7. The principle characteristics of a TPMPM system:
Operators perform Preventive Maintenance.
Skilled maintenance personnel train the operators and
develop “one-point lessons”.
Maintenance department moves from a “fire-fighting” mode
to a prevention mode & re-engineering.
TPM

8. To get the most efficient use of all production equipment i.e. overall
equipment effectiveness.
To establish a total (company wide) PM system, encompassing
Predictive Maintenance, Preventive Maintenance and Improvement
related Maintenance.
To achieve full participation of equipment designers and engineers,
equipment operators, and maintenance department personnel.
To effectively involve every employee in the Company from the
shop floor associate to all aspects of upper management.
To promote and implement PM related autonomous, small-group
activities targeted at continuous improvement of operating
efficiency.
TPM

9.  Equipment availability is less than 95%.
 Machines breakdown suddenly without warning. ( _ _ _ _ Happens!)
 Machines do not operate at design parameters.
 Changeover and set-up of equipment requires more than 10 minutes.
 First Run Capability is less than 99%.
 New equipment is high-tech.
 Plants are “dirty, dark, and stinky”.
 Most associates in the company are indifferent to the production facilities and
equipment.
 Areas of responsibility are not clearly defined.
 Equipment and process design
 Equipment sourcing
 Equipment acceptance
 Equipment maintenance
 Roll of the Operator (s)
 Roll of Maintenance Personnel
Pre-TPMPM Conditions Checklist TPM

10. The Paradigm Shift
TPM
• I operate
Old Attitude
Operator
• I fix & maintain
Maintenance Operator Maintenance
• We maintain
TPM Attitude

11. TPM
Who does what?
When do they do it?
Why they do it?
How do they do it?
For how long?
Roles & Responsibilities

12. TPM
Perform basic equipment maintenance Cleaning of machine
• Cleaning & replacement of filters
• Lubrication
• Checking basic machine & safety device functions
Maintain proper condition based upon training and capabilities
of operators
Diagnose & perform repairs for some problems, dependent on
training
Basic skill levels in:
• Monitoring & maintaining critical process parameters
• Perform changeover and set-up
• Reduction of minor stoppages and adjustments
Record/Collect data to track equipment performance
• Production control chart
• Work order system
The Operators Role

13. TPM
Provide technical support and training for autonomous maintenance
done by operators.
Restore deteriorated equipment through Improvement-Related
Maintenance.
Identify design weaknesses and improve the equipment to error-free
function.
Improve technical maintenance skills of all maintenance personnel
through systemic training and work assignments.
Implement planned or periodic maintenance system based data from
equipment manufacturers and operators.
Through data analysis and periodic diagnostic tests, perform
appropriate maintenance to avoid predicted equipment failure.
The Maintenance Role

14. TPM
Maintain work order system to provide data for
above - calculate MTBF (Mean Time Between
Failure) and MTTR (Mean Time To Repair).
•Ensure that the maintenance function is treating
the root cause - not just the symptom.
•Understand the manufacturing process to
successfully achieve the above – have the
capability to operate all the equipment.
The Maintenance Role

15. TPM
TPMIndividual
Improvement
Autonomous
Maintenance
Planned
Maintenance
Skills
Training
MP Design

16. TPMStructure Plant Manager
TPM Office
Autonomous
Maintenance
Planned
Maintenance
Education
& Training
Focused
Improvement
Early
Equipment
Management
Early
Equipment
Management
Safety &
Environment Office TPM

17. TPM
Wait until equipment fails.
A practice performed regularly on a piece of equipment to lessen the
likelihood of it failing.
A periodic inspection, service & cleaning of equipment and
replacing parts to prevent sudden failure and process problems.
Condition based maintenance method in which the service
life of important part is predicted.

18. Any practice performed to return the equipment to proper
working order.
TPM
Indicates the design of new equipment. Weakness of
current machines are sufficiently studied (on site
information leading to failure prevention, easier
maintenance and prevents of defects, safety and ease of
manufacturing) and are incorporated before commissioning
a new equipment.

19. TPM
Total Productive Maintenance
Autonomous
Maintenance
JOSHU HOZEN
PILLAR II
Continuous
Improvement
KOBETSU KAIZEN
PILLAR I PILLAR III
Planned
Maintenance Quality
Maintenance
PILLAR IV PILLAR V
Training
PILLAR VI
Office TPM
PILLAR VII
SHE
Team Work – Continuous Improvement Process
5 S – Visual Management
(Sort) (Set in Order) (Shine) (Standardize) (Sustain)
The Model

20. TPM
First Step
Sort
Order
ShineStandard
Sustain
5S

21. TPM
Sort
Set in
Order
Standard
Work
Shine
Sustain
Seiri
Seiton
Seisou
Seiketsu
Shitzuke
Eliminate
Organize
Clean
Standardize
Sustain
Useful?
Easy to
Find?
Dirty
Station?
Standard?
Respect?
Remove
what is
Not
necessary.
Each
object
has a
Place.
Clean
all area
and
equip &
paint if
needed.
Develop
standard
for
Cleaning &
a
verification
method.
Develop
auditory
system for
all the
areas.
Ensure the
standards
are
regularly
applied.
The Foundation

22. TPMVisual Management:
One Point Lesson
Poka yoke: Mistake Proofing
A behavior-shaping constraint
That uses in an
Error-tolerant design
Or
Human error-tolerant design

23. TPMThe Agility
 Process Improvement
 Quality Management
 Project Control
 Performance Management
 Organizational Competitiveness

24. TPM
The 8 Pillars: Step By Step
PILLAR 1 - 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.
Tools: Sort - Set in Order - Standard Work – Shine - Sustain
PILLAR 2 - JISHU HOZEN (Autonomous Maintenance):
This pillar is geared towards developing operators to be able to take care of
small maintenance tasks, thus freeing up the skilled maintenance people to
spend time on more value added activity and technical repairs.
Tools: Tag Activity
PILLAR 3 - KAIZEN: A Good Change
Large number of small improvements are move effective in an organizational
environment than a few improvements of large value.
Tools: PM analysis - Why - Why analysis - Summary of losses - Kaizen register - Kaizen summary sheet

25. TPM
16 Major losses in Organization:
Loss Category
1. Failure losses - Breakdown loss
2. Setup / adjustment losses
3. Cutting blade loss
4. Startup loss
5. Minor stoppage / Idling loss.
6. Speed loss - operating at low speeds.
7. Defect / rework loss
8. Scheduled downtime loss
Losses that impede equipment
efficiency
9. Management loss
10.Operating motion loss
11. Line organization loss
12. Logistic loss
13. Measurement and adjustment loss
Loses that impede human work
efficiency
14. Energy loss
15. Die, jig and tool breakage loss
16. Yield loss.
Loses that impede effective use of
production resources

26. TPM
Aspect Sporadic Loss Chronic Loss
Causation
Causes for this failure can be easily
traced. Cause-effect relationship is
simple to trace.
This loss cannot be easily identified and solved.
Even if various counter measures are applied
Remedy
Easy to establish a remedial
measure
This type of losses are caused because of
hidden defects in machine, equipment and
methods.
Impact / Loss A single loss can be costly
A single cause is rare - a combination of causes
trends to be a rule
Frequency of
occurrence
The frequency of occurrence is low
and occasional.
The frequency of loss is more.
Corrective action
Usually the line personnel in the
production can attend to this
problem.
Specialists in process engineering, quality
assurance and maintenance people are
required.
Classification Of Losses:

27. TPM
PILLAR 4 - PLANNED MAINTENANCE: It is aimed to have trouble free machines and
equipments producing defect free products for total customer satisfaction. This breaks
maintenance down into 4 "families" or groups:
Tools: Preventive Maintenance - Breakdown Maintenance - Corrective Maintenance -
Maintenance Prevention
PILLAR 5 - QUALITY MAINTENANCE :
QM activities is to set equipment conditions that preclude quality defects, based on the
basic concept of maintaining perfect equipment to maintain perfect quality of products.
Transition is from reactive to proactive (Quality Control to Quality Assurance).
Tools: In-house Defects: Data related to products and process.
Customer End Defects: Customer end line rejection & Field complaints.
PILLAR 6 - TRAINING:
Transition of skill from “Know-How” to “Know-Why”. Subject should be trained to
achieve the four phases of skill.
Phases: 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 can teach.

28. TPM
PILLAR 7 - OFFICE TPM:
Office TPM is started after activating four other pillars of TPM (JH, KK, QM, PM).
Office TPM must be followed to improve productivity, efficiency in the
administrative functions and identify and eliminate losses. Office TPM addresses
twelve major losses.
01. Processing Loss
02. Cost-Loss (Including in areas such as procurement, accounts, marketing, sales leading
to high inventories)
03. Communication Loss
04. Idle Loss
05. Set-up Loss
06. Accuracy Loss
07. Office Equipment Breakdown
08. Communication Channel Breakdown (Telephone and Fax Lines)
09. Time Spent on retrieval of information
10. Non-availability of correct on line stock status
11. Customer Complaints due to Logistics
12. Expenses on Emergency Dispatches/Purchases

29. TPM
PILLAR 8 - SAFETY, HEALTH AND ENVIRONMENT :
Evaluation and Prioritization of the Equipment---
Ranking and Scoring of Equipment according to Regulated Law
Target : Zero Accident
Zero Health Damage
Zero Fires

30. TPM
A - Availability of the machine. Availability is proportion of time machine is
actually available out of time it should be available.
PE - Performance Efficiency. It is given by RE X SE
Q - Refers to quality rate. Which is percentage of good parts out of total
produced sometimes called "yield".
A = ( MTBF - MTTR ) / MTBF
MTBF – Mean Time Between Failures
= Total Running Time / Number of Failures.
MTTR - Mean Time To Repair
Mean Time To Repair = (Total down time) / (number of breakdowns)
Equipment Loss & OEE
OEE (Overall Equipment Efficiency): OEE = A x PE x Q
Rate efficiency (RE) : Actual average cycle time is slower than design
cycle time because of jams, etc. Output is reduced because of jams.
Speed efficiency (SE) : Actual cycle time is slower than design cycle
time machine output is reduced because it is running at reduced speed.

31. TPM
Equipment Effectiveness:

32. TPM

33. TPM
Reactive Maintenance or RTF (Run To Failure)

34. TPM
Success Factors Defined:
 Measurable policies, targets and effectiveness
 Clear management plans and implementation of factory
management
 Carry out high-quality, high-effective educational
trainings
 TPM director who can solve problems, supervise the
implementation of plans, and take accountability
 Make all employees understand the meanings of TPM
promptly
By: Windle (1993)
TPM: more alphabet soup or a useful plant improvement concept?
Plant Engineering-Chicago, 47 (1993) 62-62
By: Cua, Mclone, Roger, & Schroeder (2001)
Relationships between implementation of TQ, IT, and TPM and
manufacturing performance
Journal of Operation Management (2001), pp. 675–694
 Re-examine the most optimum organization and system.

35.  Education and training on TPM
 Establishment of maintenance system
 Real supervision of senior directors
 Lead-in education on TPM
 Plan the promotional organization of TPM properly
 Establish thoughtful preventive maintenance policies
 Good maintenance data record or maintenance status
 Upgrade in maintenance management technologies
TPM
raining& T
By: Katila, P. (2000)
Applying total productive maintenance-TPM principles in the
flexible manufacturing systems (p 23). Technical Report.
Lulea Tekniska University.

36. TPM
• Lean Manufacturing requires 100%
machine availability producing perfect
quality products at lower operating
costs.
• Quality, Cost, and Delivery increasingly
depend on equipment conditions.
If your equipment won’t run, not
much else matters!!!
S

37. TPM