Total productive maintenance (TPM) involves all employees and departments working together to improve equipment effectiveness and maximize production efficiency. The goals are to eliminate equipment failures, reduce waste, and improve product quality. TPM aims to improve equipment reliability through autonomous, proactive maintenance carried out by operators. This shifts maintenance from being reactive to being predictive and preventive. When implemented successfully, TPM results in higher equipment availability, productivity, and employee morale while lowering costs.

1. TO TA L
P R O D U C T IV E
M A IN T E N A N C
E

2. Maintenance is defined as the
management, control, execution and
quality assurance of activities which
ensure the achievement of optimum
availability and performance of a
plant in order to meet business
objectives.

3. T: TOTAL
 Participation of all Employees.
 Include all Departments, operation, equipment and
process.
P: PRODUCTIVE
 Pursue the maximization of efficiency of the
production system by making all loses zero.
 Zero accidents Zero defects Zero breakdowns.
M: MAINTENANCE
 To improve the efficiency of the equipment.
 Maintenance means the entire life cycle of the
production system.
 Maintenance is not only to repair and maintain the
machines.

4. 1. The major difference between TPM and
other concepts is that the operators are
also made to involve in the maintenance
process.
2. Avoid wastage in quickly changing
environment.
3. Reduce Cost of Manufacturing.
4. Produce a low batch quantity at the earliest
possible time.
5. Goods send to Customers must be “ non –
defective”

5. Increased Employee Morale
Increased Productivity
Improved Sharing & Working as a Team
Improved cleaning of the working place
Improved Product Quality
Improved Customer Satisfaction
Reduced Costs
Improved Delivery Time
Enhanced safety Records
Improved Image
Improved Reputation

6. TPM is a partnership between the
maintenance and production
organization to improve product
quality, reduce waste, reduce cost,
increase equipment availability
and improve maintenance state.

7. First Second Generation Third Generation
Generation
Fix it when it Higher plant Higher plant
broke availability reliability and
Longer availability
equipment life Greater safety
Lower Costs Better quality
Longer
equipment life
Cost
Effectiveness
1940 1950 1960 1970 1980 1990 2000

8.  Corrective (or) breakdown maintenance
It implies that repairs are made after failure of
machine or equipment
 Scheduled (or) Routine maintenance
It is a stitch-in-time procedure aimed to
avoiding breakdowns

9.  Preventive maintenance
It is carried out before the failure arises (or)
prior to the equipment actually
breakdowns. E.g. Overhauling & Periodic
upkeep.
 Predictivemaintenance
Equipment Condition evaluated
periodically and maintenance carried
out.

10. Improve Equipment Effectiveness
Achieve Autonomous
Plan Maintenance
To Train all staff in maintenance
skills
To Zero Breakdowns

11. 1 Breakdowns Long interruptions,
. Costly Repairs
2 Setup and changeover Taking Longer time than
. needed
3 Idling time and Hard to quantify, add to
. stoppages big losses
4 Reduced speed Equipment cycle time
. reduces
5 Defects and reworks Quality losses & Unhappy
. customer

12.  Increased productivity
 Equipment reliability
 Reduced down time
 Increased plant capacity
 Low production maintenance costs
 Team work Between Production &
Maintenance People
 Improved safety & Profit

13.  Totalcommitment of upper level
management.
 Employees must be empowered to initiate
corrective action.
Category TQM TPM
Quality ( Output and Equipment ( Input
Object
effects ) and cause )
Systematize the Employees
Mains of
management. It is participation and it is
attaining goal
software oriented hardware oriented
Elimination of losses
Target Quality for PPM
and wastes.

14. PILLARS OF TPM
JISHU HOZEN
KOBETSU KAIZEN
Planned Maintenance
Quality Maintenance
Training
Office TPM
Safety , Health & Environment
5S
SEIRI SEITON SEISO SEIKETSU SHITSUKE

15.  FIRST STEP of improvement
SEIRI – SORTOUT: Keep only essential items and eliminate what is not
required, prioritizing things as per requirements and keeping them in
approachable places. Everything else is stored or discarded.
SEITON – ORGANIZE:There should be a place for everything and
everything should be in its place. Each tool, part, supply, or piece of
equipment should be kept close to where it will be used – in other words,
straightening the flow path.
SEISO – SHINE THE WORKPLACE:Keep the workplace tidy and organized.
At the end of each shift, clean the work area and be sure everything is
restored to its place.
SEIKETSU – STANDARDIZATION: Work practices should be consistent and
standardized. Everyone should know exactly what his or her
responsibilities are for adhering to the first 3 S's.
SHITSUKE – SELF DISCIPLINE: When an issue arises such as a suggested
improvement, a new way of working, a new tool or a new output
requirement, review the first 4 S's and make changes as appropriate.

16. POLICY
3. Uninterrupted operation of equipments
4. Flexible operators to operate & maintain other
equipments
5. Eliminating the defects at source through active employee
participation
6. Stepwise implementation of JISHU HOZEN activities.
JH TARGETS
8. Reduce process time by predicted values
9. Reduce oil/ lubricants consumption by predicted valus
10. Increase use of JH
JH STEPS
12. Preparation of employees
13. Initial cleanup of machines
14. Take counter measures
15. Fix tentative JH standards
16. General inspection
17. Autonomus inspection
18. Standardization
19. Autonomus management

17. KAI means change or improvement and ZEN
means good (for the better). Kobetsu means
focused. Basically Kobetsu Kaizen is for
small adjustments and corrections but
effects the whole process and carried out on
a continual basis and involves all people in
the organization.
The principal behind is that “ a very large
number of small improvements are more
effective in an organizational environment
than a few improvements of large value.

18. With planned maintenance, we evolve an effort from a reactive to a
proactive method and use trained maintenance staff to help
train the operators to better maintain their equipment.
Policy:
• Achieve and sustains availability of machines
• Optimum maintenance cost.
• Reduce spares inventory.
• Improve reliability and maintainability of machines.

19.  It is aimed towards customer delight through highest
quality through defect free manufacturing. Focus is on
eliminating non-conformances in a systematic manner.
 Quality defects are classified as “CUSTOMER END
defects” and “IN HOUSE defects”.
 For customer-end data, we have to get data on
Customer-end line rejection and field complaints. In-
house data include data related to products and data
related to process.

20. It is aimed to have multi-skilled revitalized
employees whose moral is high and who has eager
to come to work and perform all required functions
effectively and independently. Education is given
to operators to upgrade their skill.
The employees should be trained to achieve the
form phase of skill which are as under:
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 teach.

21. 
Office TPM should be started after activating from
other pillars of TPM (JH, KK, and QM.PM). Office
TPM must be established to improve productivity,
efficiency in the administrative function and
identify eliminate losses. This includes analyzing
process and procedure towards increased office
automation. Statistical analysis will give higher
effectiveness to investigate the production and
management departments simultaneously.Tpm
office has responsibility to take the report of the
losses and gainings then scheduling the traning
hours professional trainers for the entire company.

22.  Downtime loss : A=(T/P)x100 where A = availability,
T=operating time (P-D), P=planned operating time,
D=Downtime
 Reduced speed loss : E= (CxN) x 100
T
E = perf efficiency, C= Theoticiacl cycle time, N=
Processed amt quantity
 Poor quality Loss : R = = (N-Q) x 100
N
R=rate of quality pdts, N-processed amt, Q=non
conformity
OEE = A x E x R

23. 
6 major losses are need to be measures
1- PLANNED (startups, shift change, coffee&lunch
break, planned maintenance shutdowns)
2-Unplanned Downtown ( Equipment breakdown,
change over, Lack of material,
3-Idling and minor stoppage
4-Slow downs
5-Proces NC
6- Scrap

24. Trainer & Consultant
https://sites.google.com/site/anubhawalia/
www.prism-global.org, anubhawalia@gmail.com