Total Productive Maintenance (TPM) aims to increase equipment effectiveness through improved reliability and minimized breakdowns. TPM requires shared responsibility between operators, maintenance, engineering, and management to prevent issues, continuously measure performance, and pursue improvements. Key aspects of TPM include establishing autonomous maintenance tasks for operators, measuring overall equipment effectiveness, and advancing through stages of reactive to proactive maintenance.

1. TOTAL PRODUCTIVE MAINTENANCE
Introducing Total Productive Maintenance
(TPM)
TPM increases production and lifts availability
by improving equipment and machinery health.
Requirements for a Successful TPM
Introduction

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Learning objectives
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• Understand the goals & objectives of TPM
• Understand how to measure the
effectiveness of equipment
• Understand the elements of TPM
–Keys to success
–How does it apply here?
• Prepare for TPM implementation
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What is TPM?
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Total Productive Maintenance
A “lean” maintenance strategy for maximizing equipment reliability
Eliminate Equipment Related Waste (Gemba)
Share Responsibility for Equipment Reliability
An organizational philosophy of everyone appreciating and caring about company
assets and realizing that everyone’s job directly or indirectly affects those assets
A shift from “I operate it, you fix it” to “Our team is the best in the business!”

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What is the value of our Equipment?
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TPM aims to leverage the full value of equipment

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Overall Equipment Effectiveness
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How do we measure TPM?
To support product flow, machines and equipment must:
Run when needed (Availability)
Run at the rate needed (Performance)
Yield the required result (Quality)
Overall Equipment Effectiveness:
OEE = (% Availability) (% Performance Efficiency) (% Quality Rate)
Throughput Rate
120% (danger here – high stresses
in parts)
Name Plate
80% (Under perform)
Availability = Uptime .
Uptime + Downtime
80% = down 73 days
90% = 36.5 days
95% = 18.25 days
98% = 7.3 days
99% = 3.65 days
99.9% = 0.365 days
Product Quality
(Six Sigma Method)
First Pass Yield
6δ - 99.99966%
5δ – 99.977%
4δ – 99.38%
3δ - 93.32%
2δ - 69.15%
1δ – 30.8%

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Six Big Losses
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Breakdowns SlowdownsProduction
Rejects
Start-up
Rejects
Setup and
Adjustments
Stoppages
Availability Loss Quality Loss Throughput Loss
• Tooling Failures
• Unplanned
Maintenance
• General
Breakdowns
• Equipment
Failure
• Setup/
Changeover
• Material
Shortages
• Operator
Shortages
• Major
Adjustments
• Warm-Up Time
• Obstructed
Product Flow
• Component
Jams
• Misfeeds
• Sensor Blocked
• Delivery Blocked
• Cleaning/
Checking
• Rough Running
• Under Nameplate
Capacity
• Under Design
Capacity
• Equipment Wear
• Operator
Inefficiency
• Scrap
• Rework
• In-Process
Damage
• In-Process
Expiration
• Incorrect
Assembly
• Scrap
• Rework
• In-Process
Damage
• In-Process
Expiration
• Incorrect
Assembly
Issues Identified through Visual Management should be addressed with Rapid
Problem Solving and Kaizen

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Shared Responsibility
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Operators
Engineers
Maintenance
Management
Equipment
Reliability

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Shared Responsibility
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• Prevent deterioration
• Measure effectiveness
– Availability
– Performance
– Quality
• Report or correct abnormalities
• Participate in improvement
• Provide technical support to operators
• Train operators
• Perform major repairs/overhauls
• Improve preventive/predictive
maintenance
• Participate in improvement
• Identify Critical Equipment
• Implement equipment improvement ideas
• Engineer improvement solutions
• Provide technical/training support
• Communicate with operators and
maintenance
• Communicate plans, goals, expectations
• Provide resources
• Recognize and reward success
• Lead by example
Operators Maintenance
Engineers Management

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TPM Maturity
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Stage I
Reactive
Stage II
Preventive
Stage III
Predictive
Stage IV
Proactive
• Fix when Fails
• Repair / Replace
• Limited Data
• Clean & Inspect
• Time Based
• Equipment Data
available
• Monitor
• Condition Based
• Data analysis
• Asset Management
is FMEA-based
• On-line performance
intelligence and
correction
• Designed for
ReliabilityWhere are we?

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Planned Maintenance
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• Planned Maintenance should increase the maintainability and the reliability
of our equipment!
Maintainability –
Minimize the mean time to restore (MTTR)
Reliability –
Maximize the mean time between failures (MTBF)
• Planned Maintenance can increase stability
• Stability is the foundation for further improvements

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Critical Equipment Daily Status
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Equipment Name PCN Cell Value Stream Current Status
Overall
Availability
MTTR
(days)
MTBF
(days)
Estimated Completion
Date
First Day for Annual
PM
Last day for
Annual PM
Baker Process Line 058030080 4 VS1
De-Emulsifier pump is leaking. Calling in Safety
Kleen on 7-6-16 to repair it. UPDATE 7-11-16,
Safety Kleen called back and said they started a
ticket on it. No ETA. 100% 1 336 TBD 1/2 5/3
C-6 Process Line 047100006 4 VS1
99% 3 328 #N/A #N/A
Carbon Adsorbtion 024090010 4 VS1
100% 1 2442 10/29 2/27
Ozone Converter Room 4 VS1
99% 4 383 #N/A #N/A
Quench Furnace (Furnace#
10)
030070104 4 VS1
99% 2 269 #N/A #N/A
Ramco Line 047100019 4 VS1
100% 1 1266 2/8 6/9
Salt Bath & Pre-Heat Ovens 030010014 4 VS1
100% 2 431 1/2 5/3
CO2 Laser 031010131 5 VS1
Laser is losing power, contacted SBA they want
operator to monitor when problem occurs and will
schedukle return service call. UPDATE 6-15-16,
Power stays up with fan on vacuum pump. Sending
spare pump out for rebuild. 98% 3 172 TBD 1/8 5/9
7/15/16 - WM

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Equipment Name PCN Number template
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Equipment Name
PCN Number
Current Status Preventive Maintenance
Annual PM Window
For Maintenance Call 512-5980 Last Annual PM Date
% Uptime MTTR (days) MTBF (days)
Daily Operator Maintenance
Monday Tuesday Wednesday Thursday Friday Saturday Sunday

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Autonomous Maintenance (Operator task performed)
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Autonomous Maintenance (Operator Task Performed)
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• Who knows better how a given machine should perform,
sound, function, etc. than the person who interacts with the
equipment every day.
• Daily cleaning and maintenance tasks should be designed
into the operator’s standardized work and the
housekeeping standards should be made as visual as
possible.
Equipment Kaizen
• Equipment should be designed to reinforce the operator’s
standardized work
• Equipment Kaizen is used to eliminate the six losses and
to improve equipment performance

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TPM Checklist
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Visual Management
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