You are on page 1of 21

TOTAL PRODUCTIVE

MAINTENANCE - TPM

Student:

Fernanda de Souza Marques / Marina Carlucci de Moraes

Student No.: 2006 5372 / 2006 5343
Class:

Mechanical and Manufacturing Engineering – 3th Year

Module:

Quality Management

Year:

2014-2015

Lecturer:

Mary Doyle-kent

ABSTRACT
TPM or Total Productive Maintenance is a methodology that ensures the improvement of
productivity by eliminating losses due to equipment breakdowns, drop in speed of
production, losses due to low quality of manufactured products. It was born in the USA and
developed in Japan. Consolidates the total junction of man, machine, and company, in this
way, makes everyone involved in manufacturing processes have their importance. Based on
eight pillars, which support it, wishes to bring improvements in both physical (machines) and
psychological (employees) areas. The TPM plays an important role in industry, being widely
used for the purpose of obtaining a reduction in costs and increasing productivity, as well as
professional growth and motivation of the involved, so that they get more engaged in the
search for good results. In order to evaluate TPM in practice, was conducted a case study in
the company MRC Bearings, supplier of aerospace acknowledge.

2

..............TABLE OF FIGURE Figure 1.........................Graphic Improve Hours Unplanned Maintenance..............................9 Figure 2 .........11 3 ..........................................................................................................TPM Pillars......

........................ TPM Pillars.14 4..............4 Reduced variability (of products parts and production schedules).........................3 Lower inventory....................................... 2...................12 4..................................................................................................6 1.........................................9 2..............17 4 .............1.........................3 Planned Maintenance................................................................................................................15 CONCLUSION.......................7 Office TPM.........................................................................................................1 Corrective Maintenance.............................9 2.7 1...........................................................4 Total Productive Maintenance – TPM.................14 4.........2 Disadvantages..........................................................................................................................15 4...............................................3 Predictive Maintenance...............................6 Quality Maintenance...12 Steps to implement TPM...............................1 Focused Improvement.....................1 Reduced maintenance costs.......................................1...............................................2 5................8 ANALYSIS.................................1...............................................................................10 4................14 4...........................................................................................................13 4....................CONTENTS 1....................................................4 Training and Education.................................................................................................1.................................................... INTRODUCTION...1................................................................................1 Advantages......9 2.......................................................................................5 Early Management..................................................2 Preventive Maintenance................................................................................1..2 Increase productivity................................9 2.........................1...................................................8 Safety. Health & Environment....................................................................................1...1.............................7 1.............1.......12 4.......1 4.......6 1....9 2.......9 2.................1..............................................................13 4.............................................................................................14 4..................................................................................................................................................10 3...2 Autonomous Maintenance.................. DISCUSSION..................................................................................................................1................................. EXAMPLE.................................................................................................................................................................

.......................................... REFERENCES..........................................................................6........................17 5 ........ APPRENDICES.......................................................................................17 7..............

Incumbent upon it to generate the information needed for analysis of performance. and reducing costs in accordance with the criticality of the process. For this it is necessary to establish some guidelines associated with your goals: • The maintenance function is to reduce the downtime of equipment. and zero downtime for emergencies that cause losses in the process. the components wear out quickly. facilities and instruments operating at maximum use. whether periodical or not. as well as appropriate tools and appropriate instruments for development activity.1. and with that. staff acquires greater speed and knowledge to solve problems. The services required under the corrective maintenance tend to become repetitive over time. INTRODUCTION To understand the subject matter discussed in this assignment. it is first necessary to understand the concept of maintenance. cleanliness. hygiene and order according to the needs and requirements of standards. So your main objective is to keep the equipment. It is also held in damaged equipment with operational failures and rotating equipment small. The occurrence of failures 6 . reducing process costs. thus forming the basis of preventive / predictive maintenance. repeatability and other parameters of the fault on the equipment. • Maintain industrial safety. Souza (2006) reports that most of corrective maintenance applies to rotating equipment. 1. For corrective maintenance. Maintenance is the combination of all technical and administrative in order to maintain or replace an item in a state in which it can perform a required function actions. it is necessary to have appropriate workshops in order to complete the requested services.1 Corrective Maintenance Souza (2006) defines the corrective maintenance as a technical activity responsible for correcting a flaw identified in any part of the equipment.

• Involvement of high technology more accurate and effective.2 Preventive Maintenance According to Souza (2006). eliminating unnecessary disassembly for inspection. • Cleaning. 1. Predictive Maintenance are found the following advantages: • Increased process reliability. • Calibration. • Keep equipment operating in a safe manner and time. • Exchange of periodic components With the implementation of Preventive Maintenance. Its objectives are to predict the occurrence of failure. 1. improving the operational state of the same. • Making decisions without interrupting the operation of the equipment. verification and adjustment of instruments. the company should consider benefits such as reducing the aging of equipment. ensuring the effective increase reliability and consequently productivity. and so identify them and eliminate them so that they are recorded in the history of the equipment.necessarily lead to a detailed analysis to find the root cause of failures. • Lubrication of equipment and components. reducing the risk of breakage and the average time between failures. To perform the MP. where the equipment should be inspected periodically due to possible wear from the time and conditions of use. it is necessary they are: • Inspection of equipment. 7 . reducing maintenance costs.3 Predictive Maintenance According to Souza (2006). Predictive Maintenance should be planned and scheduled. the implementation of a checklist in which the operator must fill according to five activities to be performed. Predictive Maintenance is one captures real operating conditions of machines through data that inform wear or degradation process.

In 1971. thus reducing production losses.Japanese Institute of Plant Maintenance.frame of activities). zero failures. and thus the TPM was initially developed in the automotive industry and has quickly become part of the organizational culture of companies like Toyota. Already intangibles are larger organization and cleanliness of the work environment. The deployment of TPM the company achieves tangible and intangible benefits. reduce costs (TPM must be profitable). Preventive maintenance emerged in the United States. highlighting the activities (make visible . productivity (productivity gains. make the TPM one routine work. The main features of the TPM are: participation of all departments and employees. 8 . quality (reducing defects). The tangible benefits are: safety (zero accidents and zero defects). that it desire zero fault and zero breakage of machinery and consequently the zero defects in products and zero loss in the process. establish goals for the elimination of losses. around the year 1950 and has been enhanced by the Japanese. zero accidents. efficiency gains. Ltd. Toyota group received the PM award.This activity is directly related to the gain by reducing the number of stops. zero losses. development the mindset of the people using the equipment as a learning material. thereby becoming a differentiator in today's competitive market. The main objectives of TPM are zero defects. reducing breakage and defects causes the operators improve their confidence. zero breakdowns.4 Total Productive Maintenance – TPM TPM is a management model that aims to increase the productivity and competitiveness of an industry through improvements in equipment. Nissan and Mazda. being the basis of the TPM. and even their suppliers and affiliates. cost. gains in productivity and competitiveness. improved quality. reduced breakage). the company Nippon Denso Co. 1. created by JIPM . inventory (inventory reduction). no rework or adjustments to work with safety and comfort.

2 Increase productivity Once that the equipment are not breaking.4 Reduced variability (of products parts and production schedules) If there is a reduced variation in the process.1 Advantages 2. the equipment have better accuracy and repeatability.1 Reduced maintenance costs The change of corrective maintenance to preventive/predictive maintenance reduces the breakdown repair and consequently reduces the maintenance costs. the machines and operators are always working.1. ANALYSIS 2.1. with more accurate estimates of component replacement requirements.1.1. 2. 2.2 Disadvantages Challenging to implement Total Productive Maintenance is a difficult method to implement because two motives: 9 . 2.3 Lower inventory There is no need to have a big inventory. Using scheduled maintenances. 2.2. everyone works equally.

When the total productive maintenance is implemented. As time passed and the results appeared. lubrication. that number dropped to less than 30 hours. In October 1997. ii) In a manufacturing process. in which about eighty percent of their hours were devoted to maintenance orders emergency service. Ten months later. supplier of aerospace acknowledged that he had a problem. many people were skeptical and not interested in getting involved with TPM. They had to rely on the Marshall Institute to organize their efforts to TPM. inspection. there is a need to cooperation of all departments and people involved. EXAMPLE In 1996 MRC Bearings. Greg Folts.Graphic Improve Hours Unplanned Maintenance According Folts at the beginning. more than a thousand hours were consumed by unplanned maintenance in just one area. who were hesitant at first suddenly wondered when your machine would be programmed to a TPM event. Figure 1. 10 . the area that spends more time is the maintenance. Continuous Improvement Manager at MRC attributes his remarkable success with the implementation of a Total Productive Maintenance (TPM) program. Folts began working with the cleaning.i) To implement TPM it is necessary a change of mind of all the employees. and the remedial work on a few machines. 3.

vibration analysis equipment) 2. which these TPM Coordinators organize events in their areas. it was possible to solve chronic problems of equipment and increase its efficiency. MRC has begun to create full-time TPM teams. and make sure the process keeps working. Cleaning the machines. resulting in inspection 3. 4. Collecting data on downtime 5.Chairman of the MRC Bearings. and daily checks 4. Putting predictive maintenance process in place (i. MRC has expanded its efforts to TPM for his second unit. which had an important active member Bengt Nilsson . followed eight events of TPM..e. The areas that MRC focused on were: Preventative maintenance 1. Russell suggests that organizations began TPM programs start small and keep it simple. DISCUSSION 11 . After initial success. They created a Steering Committee TPM. Creating standards on the equipment for cleaning. Creating TPM Area Coordinators From this experience. The key lesson got it was that good training and support of management are critical to the success of TPM. also lead EITs. lubrication. Thus. Creating Equipment Improvement Teams 6. Nilsson considers the TPM program as one of the cornerstones for excellence manufacturing.MRC formed the Equipment Improvement Team (EIT) to work on the root cause of the problems related to the equipment instead of just fixing the symptoms.

The basic practices of TPM are often called the pillars or elements of TPM. Survey of Current Losses. Figure 2 . Constitution and Training Working Groups. on eight pillars. When the companies start to see that maintenance and manufacturing working together bring advantages.1 TPM Pillars 4.1. The steps are:      Selection of Equipment / Process as Model.TPM Pillars Source: https://www.1 Focused Improvement The Focused Improvement is characterized by eliminating large losses. The fact to change corrective maintenance to predictive/preventive maintenance only bring profits for the company.co. 12 .Maintenance traditionally works separated of the manufacturing department. increasing the overall effectiveness of equipment. Making great improvements. because there are a reduction in the maintenance costs and an increase of productivity. Definition of Themes and Goals for Improvement. changes and methods in order to increase the efficiency of the equipment.uk/expertise/manufacturing-operations/tpm/ 4. The practice indicates that it is easier and effective do improvement activities in stages. TPM emerged. Development of Improvement Plan. The entire edifice of TPM is built and stands. documenting the visually progress as procedures.industryforum.

maintenance. among others. The mechanical interventions on the equipment become. Autonomous Maintenance aims to eliminate large losses and increase the overall effectiveness of equipment through the activities of small groups. they will believe in the work to be done.3 Planned Maintenance The planned maintenance program is touted as success in managing processes. Training is an investment that should not save. because the return is guaranteed.2 Mapping of analysis and Countermeasures. reduced losses and improved quality. mostly programmed by optimizing the equipment stop and improving productivity. causing the operator to acquire knowledge and skills related to your equipment. Implementation of Improvement. which will result in increased productivity. Such maintenance operators are trained to supervise and act as maintainers of the first level.4 Training and Education According to Souza (2006) the pillar of education and training is responsible for providing resource to the production departments. Proof of Income. and management skills and acquire knowledge about the equipment and mainly about the philosophy of TPM. Thus. Autonomous Maintenance According to Souza (2006).     4. 13 . Activities related to this pillar are: Perform audits.1. 4.1. Dissemination of Improvements Implemented in equipment / processes. According to Souza (2006) concept of the philosophy of Planned Maintenance is the awareness of losses arising from equipment failures and changes in mentality of the Divisions of production and maintenance to minimize these flaws and defects with minimal cost. Providence to Prevent Recurrence. 4. The expression "I'll take care of my machine" is the keynote of this maintenance (Nakajima. reduce the doubts regarding TPM.1. 1989).

Health & Environment According to Souza (2006). besides seeking the expansion of knowledge needed for inventory management and logistics. through measures that minimize environmental impact.1. also reducing waste and generating increased productivity by reducing accidents.1.5 Early Management For Souza (2006). mediating the claims of the other pillars of the program. thinking about the integration between man and machine taking into account environmental conditions and production. helping to solve problems of flows in the administrative proceedings. eliminating rework nonvalue added . prevention of human error. It is recommended to use the Decision Diagram. the support areas to ensure Zero equipment breakdown and Zero defects in the product is critical to decision through data analysis.6 Quality Maintenance The pillar aims to act in the elimination of losses related to the quality of equipment. assisting in troubleshooting. 4.8 Safety. evaluation of causes. The pillar acts together with the pillar of Autonomous Maintenance. ensuring the safety and health of each stakeholder in the process. the major objective of this pillar is the development of the technical specification of machinery and equipment. based on experience and applying such projects. According to Souza (2006). 14 . the main objective of the pillar is to implement the principles of environmental management at the factory. Among the priorities of the pillar are: fetching zero accidents through reliable equipment. conduct audits. establishing conditions on equipment that does not produce defects in the final product. analyzing requirements and specifications adopted by the TPM.7 Office TPM Also known as "Maintenance of Offices". modernization of processes and systems. according to Souza (2006).4. 4. and equipment and processes that do not harm the environment. The fifth pillar is directly linked to the acquisition of new equipment. and constant search for greater reliability in product and process. 4. the pillar "Office TPM" aims to reduce losses in administrative processes.1.1. increasing the financial efficiency and yields of equipment and machinery.

Documents and procedures for small workgroups.2 Steps to implement TPM Step 1: Announcement of TPM – The company decides to implement the TPM and compromising in its realization.Introduction to TPM through rigorous training. Step 6: TPM starts – Implementation of the program. Step 4: Establish a pilot line .Pilot line is necessary to debug the method and improve learning. Step 2: Diffusion of the method – Let everyone aware about what is TPM and do educative lectures.4. 15 . Step 3: Create an equip that will coordinate the TPM . Step 9: Do a program of preventive maintenance for all parts of the equipment.The coordinating body assumes the conduction of the program. Step 5: Training of managers and supervisors – The top management needs to know the concept of TPM. Step 8: Operators training . Step 7: Prepare documents and procedures .

Safety and Environment. It should persist for the company to achieve its goals and profit from the improvements obtained. the TPM can be applied both in an industrial sector as an administrative sector. waste and increase productivity. Quality. it was possible to understand how good managed maintenance can benefit a company like MRC Bearings. which depends on several factors. shows the feasibility of this project since investments are minimal compared with the cost reduction. organized labor and has the support of all. 5. Analyzing the TPM from theory to practice. The overall goal of Total Productive Maintenance is the increased productivity of the industry. CONCLUSION With the study on Total Productive Maintenance.Parameters to see the influence of TPM results in areas that is used. In general way. It is considered a complete project.Developing an audit system to enter the settings of TPM. the actions for the implementation of this philosophy must always be considered. which bind directly to the types of maintenance. encompassing from the senior levels even simple employees. as it involves many areas of the company as Production. fostering an environment of pleasant. Process. Maintenance. losses and metrics. 16 . we could have a systematic notion of the techniques used in an enterprise. and collaboration of the entire team. As the base TPM are the pillars 8. Step 11: Audit . For more obstacles that meets for implementation of TPM.Step 10: Measuring results . Analyzing the qualitative and quantitative results of the implementation of Autonomous Maintenance and TPM as on the MRC Bearings.

(Japan Institute of Plant Maintenance) (1997).pdf [Accessed: 16th October 2014]. Leticia (2010) “TPM – Total Productive Maintenance”. Cambridge MA: Productive Press. V.com.reliableplant.” Available at: www. I. A P. Marshall Institute (2006) “Total Productive Maintenance Case Study.br/artigos/carreira/tpm-manutencao-produtiva-total/45081/ [Accessed: 16 October 2014]. Nakajima. P. M W. Wakjira.asp? ARTID=tpmcase&Area=Articles&Page=Maintenance_Resources [Accessed: 16 October 2014]. São Paulo: All Print. [Online] Global Journals Inc. M. Available at: www.com/Read/26210/tpm-lean-implement [Accessed: 16 October 2014]. (2006) Organization and Management of Maintenance. Avaiable http://globaljournals. Souza.org/GJRE_Volume12/4-Total-Productive-Maintenance-A-CaseStudy.REFERENCES J.com/default. S. 17 from: . Larry (2010) “TPM is most difficult of all lean tools to implement”.marshallinstitute. Quadro. Available at: www. Oregon: Productivity Press. (2012) Total Productive Maintenance: A Case Study in Manufacturing Industry. Rubrich. Autonomous maintenance for operators. Singh. (1988) Introduction to TPM – Total Productive Maintenance.administradores.

6. APPRENDICES 18 .

19 .

20 .

21 .