TPM Basics Training

TPM - History
Seiichi Nakajima
“Father of TPM”

 Total Productive Maintenance (TPM) was first developed in 1969 in Japan at Nippon Denso Co. ,
part of Toyota Motors, under the leadership of Mr. Seiichi Nakajima of the Japan Institute of Plant
Maintenance (JIPM), Tokyo.

 TPM was further developed and refined in Japan during the following decade, and reached America
in the mid-1980s.

 On April 11, 2015, Mr. Nakajima, the “Father of TPM,” who brought us his passionate vision and
methods, died at age 96.
 What is TPM ?

T Stands for Total

P Stands for Productive

M Stands for Maintenance

TPM is one of the Tool for improvements / achieving Manufacturing Excellence

which is having advantages for sustenance of the improvements.
 WHY TPM ?

1. Establishing a corporate culture that will maximize production

system to achieve business targets,

2. Organizing activities on shopfloor through overlapping small-

groups (CFT) to identify and eliminate all losses.

3. Total Employee Involvement (TEI) Involving all functions of an

organisation viz., production, R&D, Marketing and all other
support functions.

4. Involving every member in the organization, from senior

management to front-line operators, and create a culture of
continuous improvement – ZERO BAD

Zero Breakdown, Zero Accident, Zero Defect.

 WHY TPM ?

Why we choose only TPM tool for achieving “Manufacturing

Excellence” ?

Unique feature of TPM is that we use a STRUCTURED way of working rather than
REGULAR way of working.

A structured way of working has 3 features :

1. Proactive approach instead of reactive approach

2. Bottom to Top driven way of working.

3. Continuous & Sustainable way of working.

It focusses on the Vision & Mission of the organization & helps it to penetrate to
the bottom level of the company in form of KMI, KPI & KAI.
 KMI, KPI & KAI
KMI : KEY MANAGEMENT INDEX, Derived from the Vision, Mission and TPM Policy of the
organization, helps the Top management to set aim as per the company goals

KPI : KEY PERFORMANCE INDEX, Derived from the KMI taken by the Top management, and help the
Pillar leaders (generally HOD) & team leaders to set their targets in line with the group requirements.

KAI : KEY ACTIVITY INDEX, Derived from the KPI taken and are mostly focused upon the activities
which are required to be executed for achieving the KPI and eventually KMI. Tangible targets based
Improvement projects are taken.

TPM policy KMI KPI KAI Pillar

OEE/OLE improvement Reduce 16 losses KK

Output/Man improvement Cycle time reduction, ECRS & LCA KK

Planned SD loss reduction HTA & SOC elimination, Visual

JH
(JH Time) control
Customer JH & PM training, Maintenance system
Satisfaction On Capacity Breakdown reduction implementation, CBM & TBM PM
time delivery and enhancement activities etc.
Prompt service Waiting time reduction due to
VQA, Audits & Improvement projects. OTPM
no material from vendor

Multiskilling of operator’s Multiskilling training to operators E&T

Learning from the past, MP sheets

Development time reduction DM
utilization
 Kobestu Kaizen
KK SHE Safety Heath and Environment
Focused Improvement

Support Function/
Jishu Hozen
Office Pillars
JH E&T Education and Training
Autonomous Maintenance

Planned Maintenance
PM DM Development Management
Kaikaku Hozen

Hinshitsu Hozen
QM O TPM Office - TPM
Quality Management
 8 Pillar’s of TPM

Pillar Basic Aim

JH Enhancement of Equipment & Process competency among the operators.
(Mindset Change to “I Operate, I Maintain”).
KK Contribution to the Business ( Loss identification & efficiency improvement)
(Production up & Cost down Simultaneously)
PM Enhance machine/equipment availability.
(Expand Equipment life span / shorten maintenance time)
QM Achieve zero quality defect / Quality at source.
(Quality is the guarantee for product life (part’s life)).
DM Innovate new product, new process & new equipment development.
(Reduce interface losses in Development and Manufacturing team)
OTPM Support to shop floor & Improve the support functions efficiency.
(Support to manufacturing & Own function efficiency improvement
ET Enhance Knowledge, Skill & Morale of employee.
(Improving the ability of individuals & Improving Company's bottom line).
Knowledge + Skill + Attitude = Success.
SHE Create safe, Healthy environment conducive to the manufacturing.
(Achieve Zero accident / Zero occupational health & zero pollution)
 12 steps of - TPM implementation

1. Preparation : Steps 1 to 5
2. Kickoff : Step 6
3. Implementation : Steps 7 to 11
4. Establishment : Step 12
12 steps of - TPM implementation

Kick
off
 Pillar – 1
Jishu Hozen
(Autonomous Maintenance)
 Pillar 1 – Jishu Hozen

Aim :-
Enhancement of Equipment & Process competency
among the operators.

MY MACHINE CONCEPT :- Mindset change from

I Operate You Maintain

I Operate, I Maintain

I Operate, I Maintain & I Control

 Pillar 1 – Jishu Hozen

7 Steps of Autonomous maintenance :-

Step 0- As Initial Preparation.

Step 1- Initial clean-up.

Step 2- Countermeasures for the causes of forced deterioration and improving

hard to access areas.

Step 3- Formulation of tentative standards.

Step 4- Overall inspection.

Step 5- Autonomous inspection.

Step 6- Standardization.

Step-7- All out autonomous management

 Pillar – 2
Kobestu Kaizen
(Focused Improvement)
 Pillar 2 – Kobestu Kaizen

Aim :-
 To IMPROVE THE OPERATIONAL EFFECIENCY by Systematic Monitoring &
Reduction / Elimination of Losses resulting Effective Utilization of Machines & Men

 To STABILIZE VARIOUS PRODUCTION PROCESSES for producing

CONSISTENT QUALITY with LOWER COST & On Time Delivery
 Pillar 2 – Kobestu Kaizen
Loss
Loss Description Loss Description
No.

Equipment Failure
1-A Time loss due to break down of equipment / machine.
Loss

Fixture / Jig / Die

1-B Time loss due to break down of Die, Jig & Fixture.
Loss

Time required for completely changing the Dies, Jigs & other tooling from last component
Setup &
2 produced of previous product / model to OK component of next product / model with
Adjustment Loss adjustment for getting 1st piece right.
Time required to change the cutting tool, which is either due to pre-determined change
3 Tool Change Loss frequency or broken premature or variation , which may cause dimensional discrepancy to
the part produced.
Time loss due to delay in starting the equipment due to startup conditions like temperature
4 Startup Loss
build up etc.This loss is accounted from start till OK production commence.
Stoppages of equipment due to minor snags. Where the time for restoration is very small
and also restoring the condition is easy. Interruption in process, Machine malfunctioning,
5 Minor Stoppages
disturbances ,Waiting time generated in multi process & Production line stopped but reason
not known are the examples of Minor stoppages

6 Speed Loss When machine runs lower than the desired CT.

Defect & Rework

7 When the product don't meet the specific requirement.
loss
8 Planned SD loss Time invested in conduction JH,5S, CLIT activities (positive loss)
 Pillar 2 – Kobestu Kaizen
Loss
Loss Description Loss Description
No.

9 Management loss Waiting time due to any management issue. No manpower, No Material, No trolleys etc.

Line organization
10 Loss of time due to excess motion due to bad line organization.
loss

11 Motion loss Time loss due to different skill set of different person

12 Logistics loss Loss of due to material movement, handling within the plant premisis

Measurement & Time taken to frequently measure the part and adjust the tool formation specs within the
13
Adjustment loss limit.

14 Energy loss Ineffective utilization of energy

15 Yield loss Material wastage (Input material – Output material = Yield Loss)

Tool, Die ,Jigs &

16 Money spend on breakdown of tool before their tool life.
Fixture Loss
 Setup Changeover Loss

Reducing time/occurrence Reducing Number of occurrence

Identification of Loss Machine/ Cell wise Reducing Number of occurrence

Identification of Loss Machine/ Cell wise

Loss reduction tools :

Observe/ Record all the activity 1. Video Recording
2. Work-Time Sheet
Preparation of work/ time study sheet. 3. Internal to External
4. Series to parallel
5. ECRS (Eliminate
Internal to ,Combine ,Realignment
Time reduction Series to parallel
External ,Simplify)
activities(ECRS) activities
activities
6. Why-Why Analysis

Results & Horizontal deployment

 Pillar – 3
Kaikaku Hozen
(Planned Maintenance)
 Pillar 3 – Planned Maintenance

Aim :-

To Eliminate the equipment Failures.

 To Reduce the maintenance cost.

 To reduce Power & Fuel cost.

To Support the Production personnel

BEFORE TPM TPM Phase 1 TPM Phase 2

Zero
Breakdown Breakdown Breakdown
Maintenance Prevention Sustenance &
Re-active Pro-active Cost Saving
 Pillar 3 – Planned Maintenance

7 Steps of Planned maintenance :-

Step 1- Analyze the present status. (Understand the difference between basic
condition and current condition).

Step 2- Restoration of the Current condition (Reduce the difference between

the current condition and the basic condition).

Step 3- Formulation of tentative standards. (Maintenance procedures)

Step 4- General inspection of Quality functions (Enhance production / Quality).

Step 5- Improvement of Inspection and maintenance efficiency.

Step 6- Execution of Predictive maintenance

Step-7- Horizontal replications.

 Pillar – 4
Hinshitsu Hozen
(Quality Maintenance)
 Pillar 4 – Quality Maintenance

Aim :-

To overcome the deficiency in Quality Assurance system & to

produce defect free product at a reduced Quality cost.

3 Phases in QM pillar

QM Phase 1 QM Phase 2 QM Phase 3

Taking
countermeas
Analyze Sustaining
ures and
current status Zero Defects
reducing
variability
 Pillar 4 – Quality Maintenance

7 Steps of Planned maintenance :-

Step 1- Confirm the actual condition (Verify the present status).

Step 2- Investigation of processes in which defect occurs (Survey of process
which generated defects).
Step 3- Survey and analysis of 4MT condition
Step 4- Problem countermeasure study and restoration.
Step 5- Analysis of unconfirmed item for acceptable items.
Step 6- Improvement of 4MT condition
Step-7- Setting of 4MT condition.
Step-8- Intensification and improvement of checking condition.
Step-9- Determining standard value for Inspection items.
Step-10- Revision of standards.
 Pillar – 5
Development Management
 Pillar 5 – Development Management
Aim :-
• To reduce time over run
• To reduce cost over run
DM pillar Scope

New Product New Equipment

Development Development

Development of new products: Development of Equipment's:

• To develop products with minimum lead time
• To ensure product functions as well as to achieve • Free from major losses
“ Easy Quality assurance” • Easy to use
“ Easy Manufacturing”. • Easy to maintain
“ Achieve vertical start-up during volume • Does not manufacture defective products
production” • It is to be safe.
• To introduce New products to market. • Longer service life & minimum downtime for
• To meet the anticipated needs of Users/ customer. replacement of spares.
 Pillar 5 – Development Management
Activities :-

 Initial Flow Control (IFC)

 DM for Product Development

 DM for new Equipment and Tool, Jig & Fixtures

 Initial-Phase Management (IPM)

 Early Management (EM)

 Integration of all pillars improvements with DM

(KK/QM/JH/PM/SHE/E&T/OTPM)

 Reduce Interfaces in Development & Manufacturing Team

 Utilization of MP
 Pillar – 6
Education & Training
 Pillar 6 – Education & Training
Aim :-
• Operators : (Production & Maintenance)
Training is focused, enabling employees to attain proficiency in operational
& maintenance skills & Knowledge, so as to achieve :
• Zero Defect,
• Zero Breakdown &
• Zero Accident
• Staff (Engineering & Non Engineering )
Training is focused to upgrade technological & skill level both in maintenance
& management for enhancement of capabilities to achieve :
• Business Goal
• Manage & Guide the team ( Modernization of Management)
• Develop employees to the next level ( Level up )
• Upgraded technologies equipments in the plant.
 Pillar 6 – Education & Training
Methodology :-
Analysis of
training needs Training Annual Training
through skill compilation program
matrix

Training
Co- ordination
Re-training Evaluation &
for training
Effectiveness

Not Ok Update the

Ok skill level
 Pillar 6 – Education & Training
6 Steps of E & T :-

Step 1- Setting of principles & priority measures based on confirmation of

the present status of training

Step 2- Establishment of a training system for operation & maintenance skill

development

Step 3- Execution of operation & maintenance skill development

Step 4- Establishment & evolution of a system for developing & nurturing

capabilities

Step 5- Creation of a self-enlightening environment

Step 6- Activity evaluation & study of future activity methods

 Pillar – 7
Safety, Health & Environment
 Pillar 7 – Safety, Health & Environment
Aim :-

• To create safety, healthy & pleasant work place.

• Make equipment safe to operate.

• Develop safety conscious people in work place.

• To achieve a safe, clean environment & maintaining

accident free workplace by continuous improvement.

• Sustain zero accident & zero pollution.

• Creation of healthy employees.
 Pillar – 8
Office TPM
 Pillar 8 – Office TPM
General factors relating to offices :-
 Pillar 8 – Office TPM

Organization chart – OTPM

Pillar Office TPM Chairman

Stores
Circle Finance Supply Marketing HRD
Ware House
Development

Marketing -
Leader Finance-Mgr. Supply-Mgr
Mgr.......
HRD-Mgr Stores-Mgr Devp.-Mgr.......

Member
 Pillar 8 – Office TPM
Major Office Losses :-

• Value Loss: Outdated work or procedure that is unused or

rarely used.
• Processing Loss: Repetition, NVA, errors, rework and
adjustment process.
• Accuracy Loss: Correctness, Sureness & Meticulousness.
• Speed & Timing Loss : Time required, Timing.
• Communication Loss : Degree of conveyance,
communication and response.
• Cost Losses : Processing cost , manner of spending.