This document provides an overview of inventory management, modern manufacturing concepts, and production planning techniques. It discusses total productive maintenance (TPM), just-in-time (JIT) manufacturing, kanban systems, and material requirements planning (MRP). TPM aims to optimize equipment effectiveness through autonomous maintenance by all employees. JIT focuses on continuous flow and reducing waste through techniques like cellular layout, setup time reduction, pull-based replenishment, and supplier coordination. Kanban uses visual signals to trigger replenishment in pull-based systems. MRP helps plan dependent demand for components based on a bill of materials, inventory levels, and a master production schedule.
Maintenance Total Productive TPMMMMMMMMMMMMMMMMMMMsshoaib1
The document provides an overview of Total Productive Maintenance (TPM), which aims to eliminate equipment breakdowns through a company-wide effort involving all employees. It describes TPM as having 8 pillars including autonomous maintenance, planned maintenance, and equipment improvement. The goals of TPM are to increase overall equipment effectiveness and optimize resources. TPM implementation involves 12 steps over 3 phases to establish TPM policies and programs, provide training, and increase skills to realize benefits like increased equipment productivity and reduced costs.
Total Productive Maintenance (TPM) is a strategy to improve equipment effectiveness and productivity by optimizing maintenance practices and involving all employees. The objectives of TPM are to improve machine effectiveness, efficiency, reliability and maintenance through practices like autonomous maintenance involving operators and preventive maintenance. TPM has eight pillars that guide its implementation including autonomous maintenance, planned maintenance, quality maintenance, education and training, and safety. When implemented effectively, TPM can increase productivity, availability, and overall equipment effectiveness while reducing costs through elimination of waste.
This document discusses Total Productive Maintenance (TPM), which aims to maximize equipment effectiveness through the involvement of all employees. It outlines the history and objectives of TPM, as well as its eight pillars: 5S, Autonomous Maintenance, Focused Improvement, Planned Maintenance, Quality Maintenance, Training, Safety and Health, and Office TPM. Implementing TPM through these pillars can provide benefits such as increased productivity, improved quality, reduced costs, and enhanced employee morale and job satisfaction.
Total productive maintenance (TPM) aims to maximize equipment effectiveness through improved maintenance practices and operator involvement. It has 8 pillars including autonomous maintenance, focused improvement, and planned maintenance. TPM seeks to increase availability, performance, and quality while reducing costs. Barriers to implementation include lack of resources and resistance to cultural changes in maintenance practices.
This document defines and describes Total Productive Maintenance (TPM). TPM aims to improve equipment effectiveness and reduce breakdowns and losses through collaborative maintenance practices between operators and maintenance staff. The document outlines the objectives, introduction, pillars and benefits of TPM. The eight pillars of TPM include autonomous maintenance, focused improvement, planned maintenance, quality maintenance, education and training, development management, safety and health, and office TPM. Key performance metrics for TPM include availability, performance, quality, and overall equipment effectiveness. Challenges to implementing TPM include lack of resources, cultural change, and resistance to change.
The document discusses Total Productive Maintenance (TPM), which aims to maximize equipment effectiveness through employee involvement in maintenance. TPM evolved from Total Quality Management principles and was pioneered by Japanese manufacturers. It involves scheduling maintenance to minimize downtime, empowering employees to perform basic upkeep, and taking a long-term approach to continuous improvement. The goal of TPM is to increase productivity through reducing failures and losses.
This document provides an overview of inventory management, modern manufacturing concepts, and production planning techniques. It discusses total productive maintenance (TPM), just-in-time (JIT) manufacturing, kanban systems, and material requirements planning (MRP). TPM aims to optimize equipment effectiveness through autonomous maintenance by all employees. JIT focuses on continuous flow and reducing waste through techniques like cellular layout, setup time reduction, pull-based replenishment, and supplier coordination. Kanban uses visual signals to trigger replenishment in pull-based systems. MRP helps plan dependent demand for components based on a bill of materials, inventory levels, and a master production schedule.
Maintenance Total Productive TPMMMMMMMMMMMMMMMMMMMsshoaib1
The document provides an overview of Total Productive Maintenance (TPM), which aims to eliminate equipment breakdowns through a company-wide effort involving all employees. It describes TPM as having 8 pillars including autonomous maintenance, planned maintenance, and equipment improvement. The goals of TPM are to increase overall equipment effectiveness and optimize resources. TPM implementation involves 12 steps over 3 phases to establish TPM policies and programs, provide training, and increase skills to realize benefits like increased equipment productivity and reduced costs.
Total Productive Maintenance (TPM) is a strategy to improve equipment effectiveness and productivity by optimizing maintenance practices and involving all employees. The objectives of TPM are to improve machine effectiveness, efficiency, reliability and maintenance through practices like autonomous maintenance involving operators and preventive maintenance. TPM has eight pillars that guide its implementation including autonomous maintenance, planned maintenance, quality maintenance, education and training, and safety. When implemented effectively, TPM can increase productivity, availability, and overall equipment effectiveness while reducing costs through elimination of waste.
This document discusses Total Productive Maintenance (TPM), which aims to maximize equipment effectiveness through the involvement of all employees. It outlines the history and objectives of TPM, as well as its eight pillars: 5S, Autonomous Maintenance, Focused Improvement, Planned Maintenance, Quality Maintenance, Training, Safety and Health, and Office TPM. Implementing TPM through these pillars can provide benefits such as increased productivity, improved quality, reduced costs, and enhanced employee morale and job satisfaction.
Total productive maintenance (TPM) aims to maximize equipment effectiveness through improved maintenance practices and operator involvement. It has 8 pillars including autonomous maintenance, focused improvement, and planned maintenance. TPM seeks to increase availability, performance, and quality while reducing costs. Barriers to implementation include lack of resources and resistance to cultural changes in maintenance practices.
This document defines and describes Total Productive Maintenance (TPM). TPM aims to improve equipment effectiveness and reduce breakdowns and losses through collaborative maintenance practices between operators and maintenance staff. The document outlines the objectives, introduction, pillars and benefits of TPM. The eight pillars of TPM include autonomous maintenance, focused improvement, planned maintenance, quality maintenance, education and training, development management, safety and health, and office TPM. Key performance metrics for TPM include availability, performance, quality, and overall equipment effectiveness. Challenges to implementing TPM include lack of resources, cultural change, and resistance to change.
The document discusses Total Productive Maintenance (TPM), which aims to maximize equipment effectiveness through employee involvement in maintenance. TPM evolved from Total Quality Management principles and was pioneered by Japanese manufacturers. It involves scheduling maintenance to minimize downtime, empowering employees to perform basic upkeep, and taking a long-term approach to continuous improvement. The goal of TPM is to increase productivity through reducing failures and losses.
The document discusses Total Productive Maintenance (TPM), which aims to maximize equipment effectiveness through employee involvement in maintenance. TPM evolved from Total Quality Management principles and was pioneered by Japanese manufacturers. It involves scheduling maintenance to minimize downtime, empowering employees to perform basic upkeep, and taking a long-term approach to continuous improvement. The goal of TPM is to increase productivity through reducing failures and losses.
Total Productive Maintenance (TPM) is a method for improving equipment effectiveness through employee involvement. It originated in Japan in 1971 as a way to improve machine availability and reduce waste. TPM involves management, operators, and maintenance working together to ensure overall equipment effectiveness. The key pillars of TPM include 5S, autonomous maintenance by operators, continuous improvement activities, planned predictive maintenance, quality maintenance, training, and safety/environmental practices. TPM is implemented in stages, starting with preparation, then introduction, implementation involving the eight pillars, and finally institutionalization so that TPM becomes the organizational culture.
The basic concept of TQM
Works methods
Processes and practices
If the participants happen to be an instructor, they will become high-quality instructor and will able to develop high-quality students who can be matched with the global standards.
Total Productive Maintenance (TPM) is a holistic approach to equipment maintenance that aims for perfect equipment performance through involvement of all employees. It combines preventive maintenance with total quality control and employee involvement to create a culture of shared responsibility for equipment. The goals of TPM include achieving minimum 80% production efficiency, 90% equipment efficiency, zero defects, accidents and breakdowns. It has eight pillars including 5S, autonomous maintenance, planned maintenance, focused improvement and training which work together to eliminate equipment losses.
This document provides an introduction and overview of Total Productive Maintenance (TPM). It discusses that TPM is a Japanese approach aimed at maximizing the effectiveness of business facilities and processes through a philosophy of continuous improvement involving all employees. The document outlines the history and origins of TPM, its key roles and objectives in striving for zero losses and maximum efficiency. It also describes the main components and activities of TPM, including autonomous maintenance, equipment improvement, and establishing a clean workplace.
This document provides an introduction and overview of Total Productive Maintenance (TPM). It discusses that TPM is a Japanese approach aimed at maximizing the effectiveness of business facilities and processes through a philosophy of continuous improvement involving all employees. The document outlines the history and origins of TPM, its key roles and objectives in striving for zero losses and maximum efficiency. It also describes the main components and activities of TPM, including autonomous maintenance, equipment improvement, and establishing a clean workplace.
This document provides an introduction and overview of Total Productive Maintenance (TPM). It discusses that TPM is both a philosophy and collection of techniques aimed at maximizing the effectiveness of business facilities and processes through zero breakdowns, accidents, and defects. The key aspects of TPM covered include its origins in Japan, its role in companies, fundamental activities like autonomous maintenance and equipment improvement, components like maintaining clean and tidy workplaces, and measuring facility effectiveness using overall equipment effectiveness. Examples are also provided to demonstrate how to calculate availability, performance, quality, and overall equipment effectiveness.
This document discusses various quality control concepts including:
- Benefits of Just-in-Time manufacturing such as reduced inventory and costs.
- The concept of zero defects which aims to eliminate defects and reduce costs.
- Failure Mode and Effects Analysis (FMEA) which is used to identify potential failures and prioritize risks.
- The 8 pillars of Total Productive Maintenance (TPM) which focus on preventative maintenance.
- International Organization for Standardization (ISO) 9001 which helps organizations implement quality management systems.
- Sampling inspection which inspects a sample of items rather than 100% to reduce costs versus full inspection.
Boost Equipment Performance, Save Money With Proactive MaintenanceJames Fitzgerald
Proactive, timely maintenance of plant equipment is critical to enabling manufacturers to meet a dizzying number of demands, from pressure to achieve target output levels, minimize labor costs, control parts spending and ensure maximum uptime. Manufacturers rely on their maintenance departments to help achieve these goals on a daily basis. However, a great number of manufacturers still use maintenance on a reactive basis rather than viewing it as strategic to operations. Myrtle Consulting helps manufacturers convert maintenance into a proactive, scheduled operation that is used strategically to control costs, maximize uptime, and maintain critical equipment. By following a few fundamental principles, plants can begin to establish a maintenance improvement program that supports operations and improves plant performance.
The document discusses strategies for achieving world class maintenance in an organization. It describes total productive maintenance (TPM) which focuses on improving equipment efficiency through five pillars: increasing equipment effectiveness, training, autonomous maintenance, early equipment management, and planned and preventive maintenance. It also discusses reliability centered maintenance (RCM) which aims to optimize maintenance programs and offers different risk management strategies. Effective asset management is also described as a process to deploy, operate and maintain assets cost-effectively. Challenges in implementing these strategies include resistance to change, lack of knowledge, and misaligned production and maintenance goals.
This document discusses maintenance management best practices and the journey towards maintenance excellence. It provides an overview of the history and evolution of maintenance from run-to-failure approaches to modern condition-based monitoring and asset management strategies. The document outlines steps in the process for evaluating an organization's current maintenance practices, setting goals for improvement, identifying metrics to track progress, and modifying plans to achieve a desired level of maintenance excellence. Specific examples are provided for calculating common best practice metrics using a computerized maintenance management system.
This document provides an overview of key performance indicators (KPIs) used to measure maintenance performance. It defines 17 primary maintenance KPIs including lost time injury frequency rate, maintenance cost per unit, maintenance effectiveness, mean time between failure, and percentage of failures investigated. For each KPI, the document provides the formula, how to interpret higher or lower values, and whether they indicate effective or ineffective maintenance practices. The goal is to improve understanding of KPIs and how personnel can influence maintenance performance.
This presentation provides an introduction to Total Productive Maintenance (TPM). It discusses the history and origins of TPM in Japan and defines TPM as keeping equipment at its highest level of performance through cooperation across all areas of an organization. The presentation outlines the eight pillars of TPM that are implemented in organizations, including 5S, autonomous maintenance, planned maintenance, quality maintenance, and safety/environment. It also discusses the goals of TPM as achieving zero breakdowns, accidents, and defects through improved performance, safety, and quality.
This presentation provides an introduction to Total Productive Maintenance (TPM). It discusses the history and origins of TPM in Japan and defines TPM as keeping equipment at its highest level of performance through cooperation across all areas of an organization. The presentation outlines the eight pillars of TPM that are implemented in organizations, including 5S, autonomous maintenance, planned maintenance, quality maintenance, and safety/environment. It also discusses the goals of TPM as achieving zero breakdowns, accidents, and defects through improved performance, safety, and quality.
This presentation provides an introduction to Total Productive Maintenance (TPM). It discusses the history and origins of TPM, as well as its similarities and differences to total quality management. The eight pillars of TPM are described, including 5S, autonomous maintenance, planned maintenance, and safety/environment. Goals of TPM include increasing productivity and efficiency while reducing costs, defects, and downtime. Barriers to implementing TPM include resistance to change and insufficient resources or understanding. TPM aims to maximize equipment effectiveness through cooperation between maintenance and operations teams.
Total productive maintenance (TPM) aims to increase equipment effectiveness through the involvement of both management and operators. It has 8 pillars: 5S, autonomous maintenance, planned maintenance, quality maintenance, training, safety and health, and office TPM. The goals of TPM include minimizing breakdowns and accidents, improving employee skills, increasing productivity, reducing costs, and satisfying customers.
Total Productive Maintenance (TPM) is a Japanese approach for maximizing equipment effectiveness through the involvement of both maintenance and operations personnel. It aims to eliminate breakdowns and failures, accidents, and defects. The key aspects of TPM include establishing autonomous maintenance by operators, improving equipment reliability, detecting and eliminating faults and problems, and establishing clean and tidy workplaces. TPM was developed in Japan and has led to significant results like increased productivity and reduced costs when implemented successfully.
TPM aims to maximize equipment effectiveness through total employee involvement and proactive maintenance to improve reliability and productivity. TPM emphasizes preventing breakdowns and losses by increasing overall equipment effectiveness. It has eight pillars that include autonomous maintenance, preventative maintenance, education and training, and safety. TPM creates a company culture of maximum efficiency by striving to prevent losses with minimum cost through teamwork and involvement from all levels to achieve zero losses and continuous improvement.
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The document discusses Total Productive Maintenance (TPM), which aims to maximize equipment effectiveness through employee involvement in maintenance. TPM evolved from Total Quality Management principles and was pioneered by Japanese manufacturers. It involves scheduling maintenance to minimize downtime, empowering employees to perform basic upkeep, and taking a long-term approach to continuous improvement. The goal of TPM is to increase productivity through reducing failures and losses.
Total Productive Maintenance (TPM) is a method for improving equipment effectiveness through employee involvement. It originated in Japan in 1971 as a way to improve machine availability and reduce waste. TPM involves management, operators, and maintenance working together to ensure overall equipment effectiveness. The key pillars of TPM include 5S, autonomous maintenance by operators, continuous improvement activities, planned predictive maintenance, quality maintenance, training, and safety/environmental practices. TPM is implemented in stages, starting with preparation, then introduction, implementation involving the eight pillars, and finally institutionalization so that TPM becomes the organizational culture.
The basic concept of TQM
Works methods
Processes and practices
If the participants happen to be an instructor, they will become high-quality instructor and will able to develop high-quality students who can be matched with the global standards.
Total Productive Maintenance (TPM) is a holistic approach to equipment maintenance that aims for perfect equipment performance through involvement of all employees. It combines preventive maintenance with total quality control and employee involvement to create a culture of shared responsibility for equipment. The goals of TPM include achieving minimum 80% production efficiency, 90% equipment efficiency, zero defects, accidents and breakdowns. It has eight pillars including 5S, autonomous maintenance, planned maintenance, focused improvement and training which work together to eliminate equipment losses.
This document provides an introduction and overview of Total Productive Maintenance (TPM). It discusses that TPM is a Japanese approach aimed at maximizing the effectiveness of business facilities and processes through a philosophy of continuous improvement involving all employees. The document outlines the history and origins of TPM, its key roles and objectives in striving for zero losses and maximum efficiency. It also describes the main components and activities of TPM, including autonomous maintenance, equipment improvement, and establishing a clean workplace.
This document provides an introduction and overview of Total Productive Maintenance (TPM). It discusses that TPM is a Japanese approach aimed at maximizing the effectiveness of business facilities and processes through a philosophy of continuous improvement involving all employees. The document outlines the history and origins of TPM, its key roles and objectives in striving for zero losses and maximum efficiency. It also describes the main components and activities of TPM, including autonomous maintenance, equipment improvement, and establishing a clean workplace.
This document provides an introduction and overview of Total Productive Maintenance (TPM). It discusses that TPM is both a philosophy and collection of techniques aimed at maximizing the effectiveness of business facilities and processes through zero breakdowns, accidents, and defects. The key aspects of TPM covered include its origins in Japan, its role in companies, fundamental activities like autonomous maintenance and equipment improvement, components like maintaining clean and tidy workplaces, and measuring facility effectiveness using overall equipment effectiveness. Examples are also provided to demonstrate how to calculate availability, performance, quality, and overall equipment effectiveness.
This document discusses various quality control concepts including:
- Benefits of Just-in-Time manufacturing such as reduced inventory and costs.
- The concept of zero defects which aims to eliminate defects and reduce costs.
- Failure Mode and Effects Analysis (FMEA) which is used to identify potential failures and prioritize risks.
- The 8 pillars of Total Productive Maintenance (TPM) which focus on preventative maintenance.
- International Organization for Standardization (ISO) 9001 which helps organizations implement quality management systems.
- Sampling inspection which inspects a sample of items rather than 100% to reduce costs versus full inspection.
Boost Equipment Performance, Save Money With Proactive MaintenanceJames Fitzgerald
Proactive, timely maintenance of plant equipment is critical to enabling manufacturers to meet a dizzying number of demands, from pressure to achieve target output levels, minimize labor costs, control parts spending and ensure maximum uptime. Manufacturers rely on their maintenance departments to help achieve these goals on a daily basis. However, a great number of manufacturers still use maintenance on a reactive basis rather than viewing it as strategic to operations. Myrtle Consulting helps manufacturers convert maintenance into a proactive, scheduled operation that is used strategically to control costs, maximize uptime, and maintain critical equipment. By following a few fundamental principles, plants can begin to establish a maintenance improvement program that supports operations and improves plant performance.
The document discusses strategies for achieving world class maintenance in an organization. It describes total productive maintenance (TPM) which focuses on improving equipment efficiency through five pillars: increasing equipment effectiveness, training, autonomous maintenance, early equipment management, and planned and preventive maintenance. It also discusses reliability centered maintenance (RCM) which aims to optimize maintenance programs and offers different risk management strategies. Effective asset management is also described as a process to deploy, operate and maintain assets cost-effectively. Challenges in implementing these strategies include resistance to change, lack of knowledge, and misaligned production and maintenance goals.
This document discusses maintenance management best practices and the journey towards maintenance excellence. It provides an overview of the history and evolution of maintenance from run-to-failure approaches to modern condition-based monitoring and asset management strategies. The document outlines steps in the process for evaluating an organization's current maintenance practices, setting goals for improvement, identifying metrics to track progress, and modifying plans to achieve a desired level of maintenance excellence. Specific examples are provided for calculating common best practice metrics using a computerized maintenance management system.
This document provides an overview of key performance indicators (KPIs) used to measure maintenance performance. It defines 17 primary maintenance KPIs including lost time injury frequency rate, maintenance cost per unit, maintenance effectiveness, mean time between failure, and percentage of failures investigated. For each KPI, the document provides the formula, how to interpret higher or lower values, and whether they indicate effective or ineffective maintenance practices. The goal is to improve understanding of KPIs and how personnel can influence maintenance performance.
This presentation provides an introduction to Total Productive Maintenance (TPM). It discusses the history and origins of TPM in Japan and defines TPM as keeping equipment at its highest level of performance through cooperation across all areas of an organization. The presentation outlines the eight pillars of TPM that are implemented in organizations, including 5S, autonomous maintenance, planned maintenance, quality maintenance, and safety/environment. It also discusses the goals of TPM as achieving zero breakdowns, accidents, and defects through improved performance, safety, and quality.
This presentation provides an introduction to Total Productive Maintenance (TPM). It discusses the history and origins of TPM in Japan and defines TPM as keeping equipment at its highest level of performance through cooperation across all areas of an organization. The presentation outlines the eight pillars of TPM that are implemented in organizations, including 5S, autonomous maintenance, planned maintenance, quality maintenance, and safety/environment. It also discusses the goals of TPM as achieving zero breakdowns, accidents, and defects through improved performance, safety, and quality.
This presentation provides an introduction to Total Productive Maintenance (TPM). It discusses the history and origins of TPM, as well as its similarities and differences to total quality management. The eight pillars of TPM are described, including 5S, autonomous maintenance, planned maintenance, and safety/environment. Goals of TPM include increasing productivity and efficiency while reducing costs, defects, and downtime. Barriers to implementing TPM include resistance to change and insufficient resources or understanding. TPM aims to maximize equipment effectiveness through cooperation between maintenance and operations teams.
Total productive maintenance (TPM) aims to increase equipment effectiveness through the involvement of both management and operators. It has 8 pillars: 5S, autonomous maintenance, planned maintenance, quality maintenance, training, safety and health, and office TPM. The goals of TPM include minimizing breakdowns and accidents, improving employee skills, increasing productivity, reducing costs, and satisfying customers.
Total Productive Maintenance (TPM) is a Japanese approach for maximizing equipment effectiveness through the involvement of both maintenance and operations personnel. It aims to eliminate breakdowns and failures, accidents, and defects. The key aspects of TPM include establishing autonomous maintenance by operators, improving equipment reliability, detecting and eliminating faults and problems, and establishing clean and tidy workplaces. TPM was developed in Japan and has led to significant results like increased productivity and reduced costs when implemented successfully.
TPM aims to maximize equipment effectiveness through total employee involvement and proactive maintenance to improve reliability and productivity. TPM emphasizes preventing breakdowns and losses by increasing overall equipment effectiveness. It has eight pillars that include autonomous maintenance, preventative maintenance, education and training, and safety. TPM creates a company culture of maximum efficiency by striving to prevent losses with minimum cost through teamwork and involvement from all levels to achieve zero losses and continuous improvement.
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7. 1. Focused Improvement
• improve, improve, and improve continuously of talent, raw
materials, and energy, the whole team.
3. Quality Maintenance
• every team is an autonomous “maintenance agent”.This ensures
every piece of equipment is cared for, improves early fault detection,
and frees maintenance technicians for heavier tasks.
2. Autonomy Maintenance
• One of TPM’s biggest goals is manufacturings zero defective products,
which, undoubtable, also plays into customer satisfaction. Hence,
quality management and implementing internal processes
4. Preventive Maintenance
planned reactive maintenance:Keep every asset up and running to
ensure quality and don’t be avoid customer complaints (for B2C), and
improved compliance (for B2B service providers)
8. 5. Early Equipment Maintenance
• aims to optimize the design, installation, and operation of new or
modified equipment. EEM helps you prevent future losses, reduce
costs, and improve quality and reliability.
6. Training and Development
• TPM requires investing in training and education. Otherwise, it’s
impossible to trust each worker with routine maintenance or
prevention.if worker no have knowledege about all machinary parts
,so how they repair (and maintain maintenance) of machinaries.
7.Office TPM
• Office TPM is the seventh pillar and concentrates on all areas that
provide administrative and support functions in the organisation.
8.Enviroment Health and Safety
• it build a safe and healthy work enviroment,to maintain a healthy and
productive environment.
9. Principles of (5Ss)
• Sort: eliminate anything that is not truly needed in the work area.
• Straighten: organize the remaining items.
• Shine: clean and inspect the work area.
• Standardize: create standards for performing the above three activities.
• Sustain: ensure the standards are regularly applied.
10. Benefits of Total Productive Maintenance
• Improved equipment reliability and availability.
• Increased productivity and efficiency.
• Reduced maintenance costs and downtime.
12. Learning the New Philosophy
• Philosophy means; The systematic study of ideas and
issues.
• Management needs to learn about TPM for operational
improvement, despite resistance to change. Success
stories and benchmarking help in understanding its
impact. Encouraging employee involvement fosters
problem-solving and enhances performance, exemplified
by companies like Southwest Airlines and Hewlett
Packard.
13. The Plan
• First, understand how things are working now - what
systems we have and their condition. Then, introduce
Total Productive Maintenance (TPM) inspired by Total
Quality Management (TQM). Implement seven basic
steps: management learns and promotes TPM, funds
training, identifies areas for improvement, sets
performance goals, devises an implementation plan,
and establishes autonomous work groups.
14. Promoting the Philosophy
• Senior management needs to wholeheartedly promote the
system and demonstrate commitment, as seen in successful
TQM implementations. Lip service won't suffice; long-term
dedication is vital for meaningful change. Leading by
example, giving employees autonomy gradually, and building
credibility are key to effective implementation.
15. Improvement Needs
Employees, familiar with daily equipment operations,
can pinpoint machines needing attention. Operators and
technicians should inform management about machines
requiring focus, facilitated by an implementation team.
This step builds credibility and kick starts the
organization's TPM journey, starting with identifying
baseline conditions and measuring six key loss areas.
16. Training
• Teach all managers from top to bottom the philosophy,
explaining both how and why it's important. Identify
managers who resist change and support those who
embrace it; middle managers need to adapt to team
dynamics, while first-line supervisors shift from autocratic to
coaching roles. Employees should learn about tools and tasks
in autonomous work groups, promoting collaboration
between maintenance and production teams.
17.
18. Six major losses areas
• Six major loss areas need to be measured and tracked:
• Downtime Losses; 1Planned
a. Start-ups
b. Shift changes
c. Coffee and lunch breaks d.
d. Planned maintenance shutdowns
19. Six major losses areas con.,
• 2. Unplanned Downtime
• a. Equipment breakdown
• b. Changeovers
• c. Lack of material
• Reduced Speed Losses
• 3. Idling and minor stoppages
• 4. Slow-downs
20. Six major losses areas con,. Downtime,.
• Poor Quality Losses
• 5. Process nonconformities
• 6. Scrap
• Downtime losses are measured by equipment availability
using the equation
• A = (T/P ) 100
• A = availability
• T = operating time (P-D)
• P = planned operating time
• D = downtime
21. Reduced speed losses Measured
• Reduced speed losses are measured by tracking
performance efficiency using the equation;
• E = ( C x N/T) 100
• E = performance efficiency
• C = theoretical cycle time
• N = processed amount (quantity)
22. Poor quality losses Measured
• Poor quality losses are measured by tracking the rate
of quality products produced using the equation;
• R = (N-Q/N ) 100
• R = rate of quality products
• N = processed amount (quantity)
• Q = nonconformities
23. Equipment effectiveness Measured
• Equipment effectiveness is measured as the product
of the decimal equivalent of the three previous
metrics using the equation;
• EE = A x E x R
EE = equipment effectiveness, or overall equipment
effectiveness (OEE) The target for improvement is 85%
equipment effectiveness.
24. •After identifying improvement needs, set goals,
starting with fixing the most urgent issue.
Aligning technician and operator expectations
with management's timeline fosters teamwork.
This initiates the collaborative process of
addressing organizational needs.
25. Developing plans
•Start by creating a training plan for
all employees and developing
autonomous work groups. Use
technician and operator teams to
tackle major issues with
management support. Allow
employees to contribute to the
structure of autonomous teams.
Expect these groups to evolve
alongside organizational changes.
26. Autonomous Work Groups
• Autonomous Work Groups means;
A team within a business that manages its
work independently and without the direct supervision of middle
management.
• Establish autonomous work groups by assigning equipment
responsibility to operators and identifying maintenance
personnel with specific skills. These groups collaborate to make
decisions about equipment maintenance and reduce the need
for maintenance interventions. Maintenance technicians train
operators and focus on major tasks, enhancing efficiency. The
goal is to minimize maintenance needs and optimize the use of
skilled technicians.
27. Example
• Example of organizations employing total productive
maintenance to empower their production workers and to
save time and money on maintenance. The following
example give a wide range of organizations that applied
total productive maintenance.
• EXAMPLE
• The Albany, NY U.S. Postal Service saved $86,000 yearly
with Total Productive Maintenance by standardizing
procedures. Their success led 11 other Northeast facilities
to adopt similar practices, potentially saving $4.5 million
nationwide, earning them recognition as a 2000 RIT/USA
Today Quality Cup finalist.
28. TQM Exemplary Organization
• Ritz-Carlton, managed by Marriott International, operates
36 luxury hotels worldwide.
• Over 85% of their 17,000 employees receive extensive
training and career development opportunities.
• They adhere to high standards, with detailed quality
improvement procedures and customer customization.
• Achieved high customer satisfaction (99%) and financial
growth, doubling returns since 1995 and exceeding
industry standards
• Ritz-Carlton's financial performance is equally impressive,
with returns doubling since 1995 and consistently
surpassing industry standards. This success is a testament
to their ability to combine exceptional service with sound
business practices.
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