Implementation of Total Productive Maintenance in Private Company

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Implementation of Total Productive

Maintenance in Private Company
Author
Faiza Zubair
15004198001
Supervisor
Dr Ijaz Ahmad Chaudhry

Professor, Dean, Chairperson Department of Industrial
Engineering
SCHOOL OF ENGINEERING
FACULTY OF INDUSTRAL ENGINEERING
UNIVERSITY OF MANAGEMENT AND TECHNOLOGY
LAHORE
December 22, 2018
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Implementation Of Total Productive Maintenance In

Private Company
Author
Faiza Zubair
15004198001
A thesis submitted in partial fulfillment of the requirements for the degree of
M.Sc. Engineering Management
Thesis Supervisor:
Dr Ijaz Ahmad Chaudhry
Professor, Dean, Chairperson Department of Industrial Engineering
External Examiner Signature: ____________________________
Thesis Supervisor Signature: _____________________________
SCHOOL OF ENGINEERING
FACULTY OF INDUSTRAL ENGINEERING
UNIVERSITY OF MANAGEMENT AND TECHNOLOGY,
LAHORE
December 2018
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UNDERTAKING
I certify that research work titled “Implementation of Total productive maintenance in
private company” is my own work. The work has not been presented elsewhere for
assessment. Where material has been used from other sources it has been properly
acknowledged and referred.
_________________
Signature of Student
Faiza Zubair
15004198001
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ACKNOWLEDGEMENTS
I would like to express my special thanks and gratitude to my supervisor Dr. Ijaz Ahmad
Chaudry who gave me the golden opportunity to do this thesis on the topic
“Implementation of Total Productive Maintenance in private company”, which also
helped me in doing a lot of Research and I came to know about so many new things. I am
really thankful to them.
Secondly, I would also like to thank my parents, husband, sister and friends who helped
me a lot in finalizing this thesis within the limited time frame.
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TABLE OF CONTENTS
UNDERTAKING.............................................................................................................................................2
ACKNOWLEDGEMENTS.............................................................................................................................3
TABLE OF CONTENTS.................................................................................................................................4
LIST OF FIGURES..........................................................................................................................................6
LIST OF TABLES...........................................................................................................................................9
Abstract...........................................................................................................................................................11
CHAPTER 1...................................................................................................................................................12
1.1 Background...........................................................................................................................................12
1.2 The Eight Pillars of TPM.....................................................................................................................14
1.3 Objectives.............................................................................................................................................17
1.4 Problem Statement................................................................................................................................18
CHAPTER 2...................................................................................................................................................19
CHAPTER 3...................................................................................................................................................25
3.1 QUESTIONNAIRE..............................................................................................................................25
3.1.1 5S.......................................................................................................................................................26
3.1.1.1 1S Seiri -Sort, Clearing, Classify:..................................................................................................26
3.1.1.2 2S: Seiton - Set in Order, Straighten, Simplify, Configure:...........................................................26
3.1.1.3 3S: Seiso–Shine, Sweep, Scrub, Clean and Check:........................................................................26
3.1.1.4 4S Seiketsu- Standardize, Stabilize, Conformity...........................................................................27
3.1.1.5 5S Shitsuke- Sustain, Self-discipline, Custom and Practice...........................................................27
3.1.2 Jishu Hozen-Autonomous Maintenance............................................................................................27
3.1.3 Planned Maintenance.........................................................................................................................28
3.1.4. Quality Maintenance........................................................................................................................28
3.1.5. Safety, Health and Environment.......................................................................................................29
3.1.6. Kobetsu Kaizen-Continuous Improvement......................................................................................30
CHAPTER 4...................................................................................................................................................31
4.1 Results..................................................................................................................................................36
4.1.1 Question-01.......................................................................................................................................37
4.1.2 Question-02.......................................................................................................................................41
4.1.3 Question-03.......................................................................................................................................43
4.1.4 Question-04.......................................................................................................................................47
4.1.5 Question-05.......................................................................................................................................53
4.1.6 Question-06.......................................................................................................................................58
4.1.7 Question-07.......................................................................................................................................61
4.1.8 Question-08.......................................................................................................................................64
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4.1.9 Question-09.......................................................................................................................................65
4.1.10 Question-10.....................................................................................................................................66
4.1.11 Question-11.....................................................................................................................................70
4.1.12 Question-12.....................................................................................................................................72
4.1.13 Question-13.....................................................................................................................................73
4.1.14 Question-14.....................................................................................................................................74
4.1.15 Question-15.....................................................................................................................................75
4.1.16 Question-16.....................................................................................................................................76
4.1.17 Question-17.....................................................................................................................................78
4.1.18 Question-18.....................................................................................................................................81
4.1.19 Question-19.....................................................................................................................................83
4.1.20 Question-20.....................................................................................................................................84
4.1.21 Question-21.....................................................................................................................................86
4.1.22 Question-22.....................................................................................................................................88
4.1.23 Question-23.....................................................................................................................................89
4.1.24 Question-24.....................................................................................................................................90
4.1.25 Question-25.....................................................................................................................................92
4.1.26 Question-26.....................................................................................................................................94
4.1.27 Question-27.....................................................................................................................................98
4.1.28 Question-28...................................................................................................................................101
4.1.29 Question-29...................................................................................................................................102
4.1.30 Question-30...................................................................................................................................104
CHAPTER 5.................................................................................................................................................106
5.1 Jishu Hozen -Autonomous Maintenance............................................................................................106
5.2 Planned Maintenance (Q15)...............................................................................................................111
5.3 Planned Maintenance (Q16)...............................................................................................................114
CONCLUSION............................................................................................................................................120
REFERENCES.............................................................................................................................................122
ABBREVIATIONS......................................................................................................................................124
LIST OF FIGURES
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Figure 1:Methodology....................................................................................................................................17
Figure 2: IBM SPSS Statistics........................................................................................................................31
Figure 3: SPSS Data and Variable View........................................................................................................32
Figure 4: SPSS Rows and Columns...............................................................................................................34
Figure 5: SPSS Questionnaire Questions.......................................................................................................34
Figure 6: SPSS Questionnaire Sections..........................................................................................................35
Figure 7: SPSS Rating Scale..........................................................................................................................35
Figure 8: SPSS Menu Bar for Results............................................................................................................36
Figure 9: SPSS Result Frequency Window....................................................................................................37
Figure 10: SPSS Pie Chart Results Window..................................................................................................37
Figure 11: SPSS Pie Chart Q01......................................................................................................................37
Figure 12: Some used gloves were placed on the table..................................................................................38
Figure 13: No useless items is placed on workstation....................................................................................38
Figure 14: Unnecessary items are placed on workstation..............................................................................39
Figure 15: Some unnecessary items are present.............................................................................................39
Figure 19: Connection components are present.............................................................................................41
Figure 22: Connection tools are present.........................................................................................................43
Figure 24: Most used items are kept close to hand........................................................................................44
Figure 32: SMT Section.................................................................................................................................48
Figure 33: Assembly Section..........................................................................................................................48
Figure 34: Testing Section..............................................................................................................................49
Figure 35: Calibration Section........................................................................................................................49
Figure 36: Fitting Section...............................................................................................................................50
Figure 37: Sealing Section..............................................................................................................................50
Figure 38: Welding Section............................................................................................................................51
Figure 39: Final QC & Packing Section.........................................................................................................51
Figure 40: RMT Section.................................................................................................................................52
Figure 41: RMS Section.................................................................................................................................52
Figure 43: No Marking on the shelves...........................................................................................................53
Figure 44: Not properly labeled.....................................................................................................................54
Figure 45: No Marking on the shelves...........................................................................................................54
Figure 46: Marking on shelves is not done properly......................................................................................55
Figure 47: Marking on shelves is not done properly......................................................................................55
Figure 48: Marking is done on shelves...........................................................................................................56
Figure 49: Marking is not done on shelves....................................................................................................56
Figure 50: Marking is not done on shelves....................................................................................................57
Figure 51: Marking is done on shelves...........................................................................................................57
Figure 53: Workplace is clear for doing task.................................................................................................58
Figure 54: Workplace is not clear for doing task...........................................................................................59
Figure 55: Workplace is not clear for doing task...........................................................................................59
Figure 56: Workplace is clear for doing task.................................................................................................60
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Figure 57: Workplace not clear for doing task...............................................................................................60

Figure 58: Workplace is clear to do task........................................................................................................61
Figure 60: Machines are dirt and dust free.....................................................................................................62
Figure 61: Not dust and dirt free....................................................................................................................62
Figure 62: Components are dust and dirt free................................................................................................63
Figure 63: Machine is covered in dirt and dust..............................................................................................63
Figure 64: Machines and components are not dirt and dirt free.....................................................................64
Figure 68: Work instructions are present.......................................................................................................67
Figure 81: All necessary spare parts report is available.................................................................................78
Figure 88: Attention window is in software to find the cause of any abnormality........................................82
Figure 91: Complaints or faults are recorded.................................................................................................85
Figure 92: Record for complaints and data rejection are present...................................................................85
Figure 94: Prevention for defect occurring is made compulsory...................................................................86
Figure 98: Common first aid box placed in SMT, assembling and testing section........................................90
Figure 99: Common equipment is present, but proper assistance is not present............................................91
Figure 100: SPSS Pie Chart Q25....................................................................................................................92
Figure 101: Fire evacuation signs are present but not separate exit (Routine exit is same as fire exit).........92
Figure 102: Common fire exits are present....................................................................................................93
Figure 103: Common exit as fire exit is present.............................................................................................93
Figure 104: Fire exit is present.......................................................................................................................94
Figure 106: Fire extinguisher is displayed properly.......................................................................................95
Figure 107: Common fire extinguisher is displayed......................................................................................95
Figure 108: Common fire extinguisher is present..........................................................................................96
Figure 110: Not properly displayed................................................................................................................97
Figure 112: Fire extinguisher is present.........................................................................................................98
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Figure 114: Gate pass given for leave for any injury and illness...................................................................99
Figure 115: Present in recorded form...........................................................................................................100
Figure 116: SPSS Pie Chart Q28..................................................................................................................101
Figure 118: Improvement in design feature documents are present, it shows the features which is in being
improvement process....................................................................................................................................103
Figure 119: Email showing the conversation of design features improvement...........................................104
Figure 121: System is in progress to improve the human work efficiency..................................................105
Figure 122: SPSS Implemented Pie Chart for Q13......................................................................................110
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LIST OF TABLES
Table 1: Reasons for Q01...............................................................................................................................38

Table 10: Reasons for Q10.............................................................................................................................67
Table 17: Reasons for Q17............................................................................................................................78
Table 28: Reasons for Q28...........................................................................................................................101
Table 31: SMT (Surface-Mount Technology) Preventive Maintenance Schedule......................................106
Table 32: Assembling Preventive Maintenance Schedule...........................................................................106
Table 33: Testing Preventive Maintenance Schedule..................................................................................107
Table 34: Fitting Preventive Maintenance Schedule....................................................................................108
Table 35: Sealing Preventive Maintenance Schedule..................................................................................108
Table 36: Welding Preventive Maintenance Schedule.................................................................................108
Table 37: Calibration Preventive Maintenance Schedule............................................................................109
Table 38: Final QC (Quality Control) & Packing Preventive Maintenance Schedule.................................109
Table 39: After implementation of schedule regarding cleaning, oiling, retightening, inspection and
lubrication.....................................................................................................................................................110
Table 40: Statuses for machines availability................................................................................................111
Table 41: SMT Tool and Equipment List.....................................................................................................111
Table 42: Assembling Tool and Equipment List..........................................................................................111
Table 43: Testing Tool and Equipment List.................................................................................................111
Table 44: Fitting Tool and Equipment List..................................................................................................111
Table 45: Sealing Tool and Equipment List.................................................................................................112
Table 46: Welding Tool and Equipment List...............................................................................................112
Table 47: Sampling Tool and Equipment List.............................................................................................112
Table 48: Final QC(Quality Control) & Packing Tool and Equipment List...............................................112
Table 49: RMT Tool and Equipment List....................................................................................................112
Table 50: After implementation of Status of all available machines:..........................................................113
Table 51:Calendar for equipment and their parts.........................................................................................114
Table 52: SMT Maintenance Calendar.........................................................................................................114
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Table 53: Assembly Maintenance Calendar.................................................................................................114

Table 54: Calibration Maintenance Calendar...............................................................................................115
Table 55: Fitting Maintenance Calendar......................................................................................................116
Table 56: Welding Maintenance Calendar...................................................................................................116
Table 57: Final QC (Quality Control) & Packing Maintenance Calendar...................................................117
Table 58: After implementation of maintenance calendar of equipment and their parts.............................118
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ABSTRACT
Now a day’s industries in Pakistan are facing maintenance challenges as more and more
industries are growing and competition between them are also increasing that necessitate
demand of more production in limited time which results in facing major breakdowns and
losses in many sectors. The solution to this is implementation of proper system by using
the total productive maintenance (TPM) approach. Total productive maintenance is the
theory in which involvement of management and complete participation of the workers
are required. Its emphases on continuous improvement of management, workforce and
equipment. TPM not only improves equipment effectiveness with an emphasis on
proactive and preventative maintenance (by making regular reports and feedbacks of the
equipment), it also manages lead time frontier, lean management, commitment and
involvement of management and workers. Planning and structuring will improve the
overall effectiveness of the facility by eliminating the waste of time and resources.
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CHAPTER 1
Introduction
Routine and preventative maintenance models are helpful in alleviating downtime and
boosting complete production. The very useful and famous tool or method is Total
Productive Maintenance (TPM).
TPM help businesses to focus maintenance as the major element. Downtime of

maintenance includes scheduling of manufacturing and in several cases, it becomes an
essential element of manufacturing process. TPM helps in assigning the responsibility for
routine and preventative maintenance to same individuals who operates particular
equipment. This make the person get familiar with the assigned machine.
TPM is developed on the basis of 5s foundation, which establish efficient workplace

company and standardized process for improving the quality, safety, attitudes and
employee productivity. Most primarily, there are three objectives of TPM which are
unplanned and zero failures (slow running or no small stops), zero accidents and zero
defects in product.
1.1 Background
Total Productive Maintenance or TPM is a program which include new concepts for
equipment and plants maintenance. The objective of program is to remarkably increase
the production level simultaneously increase the morale and job satisfaction among
employees. The program of TPM resemble closely with the program of TQM (Total
Quality Management). Most of the tools are same like employee empowerment,
documentation, benchmarking is used for optimizing and implementing TPM. TPM will
be defined in this paper in depth, strengths and weaknesses will be evaluated as
maintenance philosophy and implementations of the process will be discusses. Examples
will be presented of successful programs.
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It is a concept for maintenance program. Philosophically, it resembles with TQM

program in many aspects, like;
● Complete commitment with program by top level management is needed.

● To initiate the corrective activities, employees must be empowered.
● A wide range of outlook is needed to be accepted because TPM could take more
than a year for implementation and on-going procedures.
Change might take place among the mind of employees about the responsibilities
associated with job. It helps in considering maintenance as necessary element of business.
It is no more consider as nonprofit activities. Maintenance downtime is scheduled as an
element of the manufacturing day and in many situations, it is considering as integral
element of the manufacturing process. It is no consideration of squeezing anytime when
there are material flow breaks. Its goal is to prevent emergencies and maintenance must
be unscheduled to minimum.
TQM is the source of evaluation of TPM, which was developed by the result of Dr. W.
Edwards Deming’s impact on Japanese industry. Dr. Deming started working in Japan
right after the World War II. He was a statistician and initially started to demonstrate
Japanese about use of statistical tools and analysis, in manufacturing process and the use
of results for controlling quality during the process of manufacturing. The basic
procedures of statistics and the outcome of consequences of quality control fueled by
work ethics in Japan soon consider as life for Japanese industry. This new concept of
manufacturing eventually refers as TQM (Total Quality Management).
When the issues of maintenance of plant were examined as part of the program of TQM,
some common concepts were not considered as appropriate or goes well in the
environment of maintenance. (PM) Preventative Maintenance process is in consideration
from so long and it was practiced in many plants. Using these techniques, designs for
scheduling maintenance were developed to keep machines in operation. However, this
approach or techniques mostly resulted in over serviced of machines in order to make
attempts form improvement in production. The thinking was “if a little oil is good, a lot
should be better”. Maintenance of manufacturers scheduled needed to be followed to the
extent of some thought as realistic need of machine. There was no or little involvement of
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the operator of machine in maintenance program and personnel had training beyond the
inadequacy of the contained manuals of maintenance.
There was a need to move further than maintenance schedules according to the
recommendations of manufacturers as an improvement method for quality of products
and productivity and these were recognized by many companies quickly which were
committed with programs of TQM. For solving this problem and remain with concepts of
TQM, there were modifications in the original concepts. This helps in raising the status of
maintenance as an integral part for the quality program.
The term Total Productive Maintenance origin is disputed. Some people think that it was
first developed forty years ago by an American manufacturer. However, some consider
its origin’s contribution to maintenance program which were used in late 1960 by
Nippondenso, who was a Japanese manufacturer in automotive industry of electrical
parts. An officer Seiichi Nakajima, in Institute of Plant Maintenance of Japan, credited by
defining the TPM concepts and saw it being implemented in over hundreds of Japanese
plants[CITATION Lea \l 1033 ].
1.2 The Eight Pillars of TPM

Seven various pillars of TPM are used to work together with multidisciplinary teams,
guided by 5S, for improving the reliability of equipment and productivity increases.
These seven pillars are;
i. 5S (seiri, seiton, seiso, seiketsu, and shitsuke)

The goal of 5S is to create a work environment that is clean and well-organized. It
consists of five elements:
a) Sort (eliminate anything that is not truly needed in the work area)
b) Set in Order (organize the remaining items)
c) Shine (clean and inspect the work area)
d) Standardize (create standards for performing the above three activities)
e) Sustain (ensure the standards are regularly applied)
ii. Autonomous maintenance:
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Places responsibility for routine maintenance, such as cleaning, lubricating, and

inspection, in the hands of operators.
a) Gives operators greater ownership of their equipment.
b) Increases operators’ knowledge of their equipment.
c) Ensures equipment is well-cleaned and lubricated.
d) Identify emergent issues before it become failure.
e) Frees maintenance personnel for higher-level tasks.
iii. Planned maintenance:
Schedules maintenance tasks based on predicted and/or measured failure rates.
a) Significantly reduces instances of unplanned stop time.
b) Enables most maintenance to be planned for times when equipment is not
scheduled for production.
c) Reduces inventory through better control of wear-prone and failure-prone parts.
iv. Quality maintenance:
Design error detection and prevention into production processes. Apply Root
Cause Analysis to eliminate recurring sources of quality defects.
a) Specifically targets quality issues with improvement projects focused on
removing root sources of defects.
b) Reduces number of defects.
c) Reduces cost by catching defects early (it is expensive and unreliable to find
defects through inspection).
v. TPM office:
Apply TPM techniques to administrative functions.
a) Extends TPM benefits beyond the plant floor by addressing waste in
administrative functions.
b) Supports production through improved administrative operations (e.g. order
processing, procurement, and scheduling).
vi. Safety Health Environment:
Maintain a safe and healthy working environment.
a) Eliminates potential health and safety risks, resulting in a safer workplace.
b) Specifically targets the goal of an accident-free workplace.
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vii. Kobetsu Kaizen:

Have small groups of employees work together proactively to achieve regular,
incremental improvements in equipment operation.
a) Recurring problems are identified and resolved by cross-functional teams
[ CITATION Lea1 \l 1033 ].
b) Combines the collective talents of a company to create an engine for continuous

improvement.
viii. Education and Training
Fill in knowledge gaps necessary to achieve TPM goals. Applies to operators,
maintenance personnel and managers.
a) Operators develop skills to routinely maintain equipment and identify emerging

problems.
b) Maintenance personnel learn techniques for proactive and preventative

maintenance.
c) Managers are trained on TPM principles as well as on employee coaching and

development.
TPM developed in Japan, with the complete group of lean manufacturing system. Japan
Institute of Plant Maintenance (JIPM), established in 1961, under various unveiled and
moniker the concepts of TPM many years later. Nippondenso, the Japan based
automotive supplier is acknowledged for utilizing this process first time, and JIPM’s
Seiichi Nakajima developed eight pillars of management, because of which TPM is
popular [ CITATION Man \l 1033 ].As the maintenance is considered traditionally nonprofit
and inevitable function, TPM is taken as the difficult lean manufacturing process to be
implemented. Shifting beliefs on cultural base in facility by CEO to janitors and
machinists, might take time, but payoff for morale of employee and finished product is
worthy for investment.
Most of the processes of industrial production are carried with the help of machines,
which results in production-oriented companies getting dependent on machineries.
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TPM (Total Productive Management) is an approach for improving and maintaining the
quality systems and productions’ integrity via equipment, machines, supporting processes
and employees. TPM main target is to bring improvement in the core processes of
business and it can be considered of great value. Japan based company Denso first used
the phrase TPM in 1961.
TPM consider machinery as the heart of the company and it does not only continuously
prevent the production but also improve it in case of need required. It focuses on the
improvement of productivity and main objective is to maximize the availability of
machine.
The beginning point of TPM is based on the responsibility of everyone for daily
maintenance of machines. Participation of employees for proposal improvement and
maintenance are the main features among TPM, to help them in jointly improving the
step by step efficiency of machine. Therefore, maintenance also referred as
improvement. Purchases of machines are done for the particular intention. After which, it
could be possible to eliminate or expose the invisible defects in machine.
Execution/
Data
Questionnaire Implement Feedback Conclusion
analysis
ation
Figure 1:Methodology
Figure 1:Methodology shows that simple approach is used in this research for
implementing total productive maintenance (TPM). First a questionnaire is floated among
individuals to gather the required data. Filled questionnaire has been processed with the
help of SPSS software. Results are then carefully analyzed and are executed in
production facility. Feedback is gathered after implementation to help improve further,
which results in conclusion of this research.
1.3 Objectives
i. To improve
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a) Cost
b) Time
c) Product quality
ii. Increase Productivity.
iii. To sustain top management commitment and workforce involvement by
managing the production time.
iv. Update the system by writing reports and feedbacks.
1.4 Problem Statement:

i. Productive maintenance is not considered as a major lack of production
efficiency. It is ignored in existing industrial model. Different techniques are
applied for different industrial manufacturing processes which are not sufficient
enough for the system to be upgraded and updated properly for smooth and error
free production.
ii. Developing countries like Pakistan need total productive maintenance on its peak
in industries to produce reliable products.
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CHAPTER 2
Literature Review
Due to increase in competition, fast production is required, which result in unexpected
breakdowns due to which unexpected timings of required products occurs and it totally
hitches the production plans. For this proper maintenance plan is required, which will
increase production quantity and production diversity under customer required conditions
Productivity, cost and quality are also the main factors to be balanced for this approach.
Implementation of maintenance management and lean manufacturing techniques will
give more productive but it will require top management involvement and employee
motivation. As total maintenance production can be easily be described by:
In total production maintenance, Total means
● Total efficiency
● Total life cycle of production system
● Total manpower coverage
● Productive means productivity maximization by:
● Zero accident
● Zero defect
● Zero break down
Maintenance covers life cycle of production system:
● Individual processes
● Plants
● Production management system.
Maintenance management play crucial role in total productive maintenance. Maintenance
costs can be saved which will ensure increase in competitive power .It aims to provide
continuity by reducing the halts in machines, along with to reduce the production cost, to
increase the capacity utilization rate, to reduce maintenance and repair cost, to increase
yield and the product quality, to ensure the safety of staff, and. to extend the useful life of
machinery and equipment [CITATION Seh15 \l 1033 ].
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Implementation of total productive maintenance is done by 12 steps which divides into

four stages (preparatory stage, commencement, implementation, realization), in this
research literature and actual cases are compared through these main four stages total
productive maintenance is implemented [ CITATION CCS15 \l 1033 ].
Low productivity and defectives losses improvement and maintenance is investigated by

total productive maintenance and it stand on 8 pillars[CITATION Eug79 \l 1033 ].
i. 5s (sort,systematic,shine the workplace, standardize ,self-discipline)
ii. Jishuhozen (autonomous maintenance)
iii. Kobetsu kaizen (focus improvement)
iv. Planned maintenance
v. Quality maintenance
vi. Education and training
vii. Office TPM (Total productive maintenance)
viii. Safety, health and environment
More effective approach is used rather than traditional one, according to which total
productive maintenance is effective only when top management to employee all works
together as a team, all fulfils this individual responsibility. Most important approach
maintenance is done by operators that dynamically work in manufacturing. In this
technique obtained ore (overall resource effectiveness) is compared with standard ore
(overall resource effectiveness), from which maintenance efficiencies are measured and it
will prevent cost by less mistakes, accidents, breakdowns. Manufacturing unit will be
effective and efficient, if compared effective performance measures are improved
[CITATION Meh15 \l 1033 ].
Maintenance actions should always be considered first as the main potential area rather
than some separate and isolated function that only make repairs [CITATION Bup \l 1033 ].
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Total productive maintenance is implemented by comparing different standards with

recorded results and it is done by using downtime analysis with
i. Pareto chart,
ii. Overall comparative analysis of downtimes,
iii. Ranking of different downtimes based on individual percentage contribution and

paired t test analysis,
iv. Mean downtime analysis,
By evaluating the effects of autonomous and planned maintenance pillars of TPM, it is

observed that to increase overall equipment effectiveness (OEE) of plant, appropriate
maintenance approach should be implemented. This non-value-added time is scope of
improvement in the company [CITATION Ass \l 1033 ].
For the benchmarking world class technique has been used to compare and to measure
business processes in which when adopted may lead to better performance. In this paper,
benchmarking study conducted for automotive sector of Pakistan for two important
aspects that is maintenance organization and its scheduling that suggest that some major
steps should be taken to improve practices of maintenance which will in the end
ultimately support manufacturing sustainability on a technological basis[CITATION Jav16 \l
1033 ].
Associate Rule Mining (ARM) technique is used to compute the relationship between
Overall Equipment Effectiveness (OEE) measurable indicators, with the response of
action required to take in a certain condition of the utilization of machine [CITATION
Tau15 \l 1033 ].
World class manufacturing (WCM) is that of total productive maintenance (TPM), linked
to both total quality management (TQM) and the concepts of continuous flow
manufacturing. Thus, the value associated big losses were also identified. For which total
effective equipment productivity calculation is used along with net equipment
effectiveness (NEE) which provide more accurate analysis[CITATION GCh00 \l 1033 ].
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Visual Management based schemes build a stable process which provides primary
successes with using lean tools such as 5s and TPM. For tool room redesign
demonstration 5s scheme is used while it is not limited to just production but it covers
whole manufacturing facility[CITATION Geo11 \l 1033 ].
In order to avoid unexpected failure during use preventive maintenance involves repair,
replacement and maintenance of equipment. It eliminates the six big losses; setup and
adjustment losses, idling and minor stoppages losses, time loses, lowering machine
operational speed losses, scrap and rework losses and production startup losses [CITATION
Isl12 \l 1033 ].
Performance indicators are meaningless in isolation, but should be the result of a proper
analysis of the collaboration of the maintenance function with other organizational
functions, most evident with the production function. In this paper, an abstract framework
that provide guidelines for choosing maintenance function performance indicators is
proposed. It pursues to bring into line maintenance objectives with manufacturing and
corporate objectives, and provides a link between the maintenance objectives,
process/efforts of maintenance and maintenance results [CITATION Pet11 \l 1033 ].
Data Mining will identify behavior patterns, allowing a more accurate early detection of
faults in machines. The remote data collection is based on an intricate system of
distributed agents, which, given its nature, will be responsible for remote data collection
through the functional architecture. Corporation’s yield and store endless and complex
quantities of data of different nature, increasing the difficulty of use in real time. In this
sense, considering the relevance of data collected on industrial plants, namely in its
maintenance activities, it is to present a functional architecture of a predictive
maintenance system, using data mining techniques on data gathered from manufacturing
units globally dispersed[CITATION PBa12 \l 1033 ].
ISM (Interpretive structural modeling) is used to study the inhibitors of TPM. In this
approach, the model is designed to establish the relationship between different TPM
inhibitors elements and to cultivate an action plan to mitigate these factors [CITATION
Pra14 \l 1033 ].
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The comparative report based on researcher’s analysis for TPM shows that SMEs (small
and medium enterprises) are lacking to adopt improvement philosophies, especially in
India, if it continues like this, the sustained survival of these industries in the future will
be very difficult in this competitive environment[CITATION Abh14 \l 1033 ].
To develop and evaluate new performance measures oriented towards the quantification
of total productive maintenance. For evaluation of these performance measures nominal
group technique is used, after that it is determined if that measures are statistically
significant, conjoint analysis based experimental designed is made functional. In the
second step, Complex proportional assessment of alternatives with Grey relations
(COPRAS-G) and the fuzzy COPRAS method has been developed to evaluate these
performance measures. Proposed fuzzy COPRAS method gives the reassuring results of
ranking newly developed performance measures in TPM[CITATION Ebr16 \l 1033 ].
Human oriented and process-oriented strategy has been identified a major target
achieving factor for implementation of TPM in manufacturing sector. Different check
sheets, point lesson, empirical and comprehensive approach towards the methodology
results the proper implementation of TPM[CITATION Dee14 \l 1033 ].
Graph theoretic approach is used to identify and categories barriers in the implementation
of TPM. Develop a mathematical model of these identified barriers using this approach
and to suggest a single numerical index representing the hindering strength of
barriers[CITATION Raj13 \l 1033 ].
In a case study of total productive maintenance in steel manufacturing industry,

equipment based breakdown analysis is used in which six months breakdown analysis is
performed and it is observed that total 146 numbers of breakdowns occurred in the
industry during six months and the majority is in mechanical section that is 96 out of
146.For implementation of total productive maintenance for specific equipment
corrective action and preventive action is required[CITATION 17In \l 1033 ].
For improving productivity in the bottle neck of an auto parts machining line ,specific
maintenance indicators are achieved that is MTBF (mean time between failure): 87.6 h
(42.1 h before), an improvement of 108% & MTTR (mean time to repair): 3.0 h (4.3 h
23
`
before) an improvement of 30.2%.Applying these achievements to the OEE indicator,

results in availability increased from 0.82 to 0.90 showing an improvement of 8.9% and
Efficiency increased from 0.84 to 0.86 representing an improvement of 8.9% and Quality
rose from 0.94 to 0.98, an improvement of 4.2% Giving an OEE equal to 0.76 (formerly
0.64), the improvement of 18.75% exceeds the 6-month target set at 15% [CITATION Jon \l
1033 ].
Application of lean principles leads to improvements in both unplanned machine staging

times and in the evolution of machine efficiency due to planned Total Productive
Maintenance (TPM) [CITATION Imp \l 1033 ].
Different methodology for executing total quality management can be observed by

creating a comfortable working atmosphere by tolerating mistakes and being patient
along with appreciating and rewarding the deserving ones. The need to execute pilot
projects prior to rolling culture out across the organization is essential [CITATION
Placeholder1 \l 1033 ].
Aforesaid articles provide the information regarding different techniques for different
industries and processes for the system to be upgraded and updated properly. The
researcher has implemented all techniques, making sure to have a proficient and
upgraded system for a company, which is not limited to improved and updated feedback
process and report writing.
24
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CHAPTER 3
Methodology
Different methods are used to collect primary data. The choice of a method depends on
the purpose of study, as my purpose of study is to implement the total productive
maintenance in private industry.
As it is the case of survey the author has used questionnaire designing technique to
collect primary data. Advantages of questionnaire design are:
(1) It’s less expensive:
Interviewing respondent, it saves financial resources. The use of a questionnaire,

therefore, is comparatively convenient and inexpensive. Particularly when it is
administered collectively to a study population; it is an extremely inexpensive method of
data collection
(2) It offers greater anonymity:
As there is no face to face interaction between respondent and interviewer, this method
provides greater anonymity. In some situation where, sensitive questions are asked it
helps to increase the likelihood of obtaining accurate information.
(3) It’s not time consuming:
Not much time is consumed as questions are just answered in some rated scale format.
3.1 QUESTIONNAIRE
Questionnaire is the type of field research, in which list of questions are typed or written
in order to record answers by the respondent. Instructions are mentioned on the
questionnaire with its main subject and sub sets, respondents read carefully the questions
and answer it. Then answers are read and interpreted and analysis is made
accordingly[ CITATION CRK \l 1033 ].
25
`
Before using this method, it is good to have a pilot survey. It is much like duplicate of the
main survey and it can be seen as rehearsal. It is conducted by experts which tells the
faults, if any, in the questionnaire. By this experience, improvements or changes can be
done, if required.
3.1.1 5S
3.1.1.1 1S Seiri -Sort, Clearing, Classify:

Concept: Useless things not to be kept on the workstation.
Question1: No unnecessary material being placed at workstation.
Concept: Proper connections and untangled wires should present.

Question2: Connection sets and tools are used in order.
Concept: Most things in use should be close so no confusion occurs.

Question3: Most used items are kept close to hand.
3.1.1.2 2S: Seiton - Set in Order, Straighten, Simplify, Configure:
Concept: Easy search of any place where anyone can go.

Question4: There are labels for determining the departments, section and places.
Concept: Clear writing of everything on the shelf is made compulsory.

Question5: Marking is done on every shelf at the storage areas and each of its parts.
3.1.1.3 3S: Seiso–Shine, Sweep, Scrub, Clean and Check:
Concept: Neatness should be observed at working place.

Question6: Working place is always clean and clear to do task.
Concept: Filth or things which hinders the machine working should not be there.
Question7: Machines or components are dirt and dust free.
26
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3.1.1.4 4S Seiketsu- Standardize, Stabilize, Conformity:
Concept: To stabilize the above 3s, there should be any standards.

Question8: Standards for keeping the workplace sorted, simplified and clean is made
compulsory for all employees.
Concept: To imply that standard, there should be some system to check it.
Question9: Inspection of implementation of standards is done.
3.1.1.5 5S Shitsuke- Sustain, Self-discipline, Custom and Practice:
Concept: Instructions for work should be observed.

Question10: Work procedures are followed as per defined standards (rules and
regulations).
Concept: To sustain the 5s, there should be system for taking notes of what’s going
wrong.
Question11: Feedback and suggestion system is present.
3.1.2 Jishu Hozen-Autonomous Maintenance
Concept: Well awareness of all machines.

Question12: Operators have a good knowledge of all machine parts.
Concept: Time plan for different activities to maintain machines.

Question13: Schedule regarding cleaning, oiling, retightening, inspection and
lubrication is present.
Concept: Contribution of all employees.

Question14: Full participation of operators in repairs is observed.
27
`
3.1.3 Planned Maintenance:
Concept: Detail if all machines are working condition or not.
Question15: Status of all available machines are recorded.
Concept: Timetable regarding maintaining all machines.
Question16: Maintenance calendar of equipment and their parts are present.
Concept; Inventory is maintained or not.

Question17: All necessary spare parts are available in a sufficient supply without
overstocking.
Concept: Investigation to maintain optimum process.

Question18: Proper analysis of finding the root cause of abnormalities in machines is
present.
3.1.4. Quality Maintenance:
Concept: Every company have its standards.
Question19: Quality standards are followed.
Concept: Data submitted if something goes against proper implied system.
Question20: Records for field complaints, customer end line rejection data are present.
Concept: Stop that thing which hindrances working machines.
Question21: Prevention for defect occurring is made compulsory.
28
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3.1.5. Safety, Health and Environment:
Concept: Policy is important factor of every organization.
Question22: Written health and safety policy is present.
Concept: Health and safety clause(s) should be mentioned in a job application.
Question23: Health and safety is a part of job description.
Concept: In case of any injury, proper help should be present.
Question24: First aid equipment and assistance are available.
Concept: In case of any incident, proper signs should be present to evacuate that place.
Question25: Fire warnings and evacuation system are available.
Concept: Tools to stop fire if any fire emergency occurs, is present.
Question26: Proper displayed fire extinguishing equipment’s and it is maintained in

serviceable condition.
Concept: Written form of health and safety issues should be observed.

Question27: System for reporting, recording and investigation of incidents, injuries
and illness.
3.1.6. Kobetsu Kaizen-Continuous Improvement:
Concept: Needless time-consuming processes should be removed.
Question28: Unnecessary methods in every process are eliminated.
Concept: Deterioration if any should be made better.
Question29: Improvement in design features are made when needed.
29
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Concept: Safe energy by improving the human work environment.
Question30: Improvement in human work efficiencies are made compulsory.
In questionnaire of total productive maintenance, Likert rating scale is used, it

compromises of five rating scale such as:
Figure 2:Likert rating scale[ CITATION htt \l 1033 ]
Questionnaire of Total Productive Maintenance
General Information
Name of Organization: ----------------------------- Organization Type: ------------
No of Employees: ----------------------------------- Section: -------------------------
Please give answers to the following questions by circling the given rated scale:
Strongly Agree 5 Agree 4 Neutral 3 Disagree 2 Strongly Disagree 1
5S
1S Seiri-Sort, Clearing, Classify
1 No unnecessary material being placed at workstation 5 4 3 2 1

2 Connection sets and tools are used in order 5 4 3 2 1
3 Most used items are kept close to hand 5 4 3 2 1
2S:Seiton - Set in Order, Straighten, Simplify, Configure
4 There are labels for determining the departments, sections and places 5 4 3 2 1
30
`
5 Marking is done on every shelf at the storage areas and each of its parts 5 4 3 2 1
3S:Seiso– Shine, Sweep, Scrub, Clean and Check
6 Working place is always clean and clear to do task. 5 4 3 2 1

7 Machines or components are dirt and dust free 5 4 3 2 1
4S Seiketsu- Standardize, stabilize, Conformity

8 Standards for keeping the workplace sorted, simplified and clean is made 5 4 3 2 1
compulsory for all employees
9 Inspection of implementation of standards is done 5 4 3 2 1
5S Shitsuke- Sustain, Self discipline, custom and practice:
10 Work procedures are followed as per defined standards (rules and 5 4 3 2 1

regulations)
11 Feedbacks and suggestions are taken 5 4 3 2 1
Jishu Hozen-Autonomous Maintenance
12 Operators have a good knowledge of all machine parts 5 4 3 2 1

13 Schedule regarding cleaning, oiling, retightening, inspection and 5 4 3 2 1
lubrication is present
14 Full participation of operators in repairs is observed 5 4 3 2 1
Planned Maintenance
15 Status of all available machines are recorded 5 4 3 2 1
16 Maintenance calendar of equipment and their parts are present 5 4 3 2 1
17 All necessary spare parts are available in a sufficient supply without 5 4 3 2 1
overstocking
18 Proper analysis of finding the root cause of repeated abnormalities in 5 4 3 2 1
machines is present
Quality Maintenance
19 Quality standards are followed 5 4 3 2 1
20 Records for field complaints and customer end line rejection data are 5 4 3 2 1
present
21 Prevention for defect occurring is made compulsory 5 4 3 2 1
Safety, Health and Environment

22 Written health and safety policy is present 5 4 3 2 1
23 Health and safety is a part of job description 5 4 3 2 1
24 First aid equipment and assistance are available 5 4 3 2 1
31
`
25 Fire warnings and evacuation system are available 5 4 3 2 1

26 Proper displayed fire extinguishing equipment’s and it is maintained in 5 4 3 2 1
serviceable condition
27 System for reporting, recording and investigation of incidents, injuries 5 4 3 2 1
and illness
Kobetsu Kaizen-Continuous Improvement

28 Unnecessary methods in every process are eliminated 5 4 3 2 1
29 Improvement in design features are made when needed 5 4 3 2 1
30 Improvement in human work efficiencies are made compulsory 5 4 3 2 1
32
`
CHAPTER 4
Data Analysis
For analysis of data of total productive maintenance questionnaire, IBM SPSS
Statistics is used. Its main purpose is to process data, analyze it and interpret it. The
software name originally stood for Statistical Package for the Social Sciences (SPSS).
SPSS Statistics is a software package used for logical batched and non-batched statistical
analysis. Long produced by SPSS Inc., it was acquired by IBM in 2009. The current
versions (2015) are officially named IBM SPSS Statistics[ CITATION SPS \l 1033 ].
Figure 3: IBM SPSS Statistics
Now, it comes to how the data is entered. SPSS is design to have two views i.e. SPSS
Data and Variable View.
In data view, each row is subjected to different cases while each column is associated
with different variable. In variable view window; it contains names, type, decimal, width,
label, value, measure and role.
33
`
Figure 4: SPSS Data and Variable View
Name only takes special character, Label can take any type of character and measure is of
4 types: ordinal, nominal, interval and ratio.
(i)Nominal:
Nominal scales are used for labeling variables, without any quantitative value. Nominal
scales are also known as labels. It can be seen by examples, notice that all of these scales
are mutually exclusive (no overlap) and none of them have any numerical significance.
(ii)Ordinal:
Ordinal scales, it is the order of the values i.e. what’s important and significant, but the
differences between each one is not really known. Ordinal scales are typically measuring
of non-numeric concepts like satisfaction, happiness, discomfort, etc.
(iii) Interval:
34
`
Intervals are adjusted in terms of some rule that has been established as a basis for
making the units equal. The units are equal only in so far as one accepts the assumptions
on which the rule is based.
It has arbitrary zero also known as unique origin or absolute zero. The primary limitation
of the interval scale is the lack of a true zero; it does not have the capacity to measure the
complete absence of a trait or characteristic. The Fahrenheit scale is an example of an
interval scale.
(iv) Ratio:
Ratio scales have an absolute or true zero of measurement. Ratio scale represents the
actual amounts of variables. Multiplication and division can be used in this scale.
For example, the zero point on a centimeter scale indicates the complete absence of
length or height. But an absolute zero of temperature is theoretically unobtainable and it
remains a concept existing only in the scientist’s mind.
According to the questionnaire, section and question asked parts are nominal while rating
scale is ordinal. As it can be seen in SPSS Rows and Columns as below, there are 11
columns filled and 30 rows filled. Columns show 11 different section of the private
company while the rows show the questions being asked in the questionnaire.
35
`
Figure 5: SPSS Rows and Columns
Questions asked are mentioned in detail SPSS Questionnaire Questions, as under:
Figure 6: SPSS Questionnaire Questions
As below, SPSS Questionnaire Sections shows the different sections of private

company:
36
`
Figure 7: SPSS Questionnaire Sections
As below, SPSS Rating Scale shows the rating scale from strongly agree to strongly
disagree:
37
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Figure 8: SPSS Rating Scale
4.1 Results
For compiling result of the questionnaire, analyze in the SPSS Menu Bar for Results
is used, in which descriptive statistics is selected with sub option of frequencies.
Figure 9: SPSS Menu Bar for Results
In SPSS Result Frequency Window, questions are selected as variable, to get the
result of every question separately.
38
`
Figure 10: SPSS Result Frequency Window
SPSS Pie Chart Results Window is selected for showing each question different
rated scale percentages.
Figure 11: SPSS Pie Chart Results Window
39
`
4.1.1 Question-01
Figure 12: SPSS Pie Chart Q01
Table 1: Reasons for Q01
Sections Scale Reasons
SMT 2
Figure 13: Some used gloves were placed on the table
40
`
Assembly Section 4
Figure 14: No useless items is placed on workstation
Testing Section 2
Figure 15: Unnecessary items are placed on workstation
Calibration Not required.

3
Section
No useless items are placed on workstation.
Fitting Section 4
No useless items are placed on workstation.

Sealing Section 4
Welding Section 5 No unnecessary items are placed on workstation.
41
`
Sampling Section 2
Figure 16: Some unnecessary items are present
Final QC (Quality
Control) & 2
Packing Section
RMT (Raw
Material Testing) 2
Section
RMS (Raw 3 Not required as no proper workstation present.
42
`
Material Supply)
Section
4.1.2 Question-02
SMT 5
Figure 20: Connection components are present
43
`
Assembly Section 5
Testing Section 3 There are no connection tools, so no need.

Calibration Not required.
3
Section
Fitting Section 4
Sealing Section 3 Not needed.

Connecting components are present.
Welding Section 4
44
`
Sampling Section 5
Figure 23: Connection tools are present
Final QC & Connecting components are present.

4
Packing Section
RMT Section 3 Not required.
RMS Section 3 Not required.
4.1.3 Question-03
45
`

SMT 3 Not in need in this section.
Assembly Section 5
Figure 25: Most used items are kept close to hand
Testing Section 5
Calibration Section 3 Not Required.
46
`
Fitting Section 4
Sealing Section 4
Welding Section 5
Sampling Section 3 Not required.
47
`
Final QC & Packing

5
Section
RMT Section 5
48
`
4.1.4 Question-04

SMT 5
49
`
Figure 33: SMT Section
Assembly Section 5
Figure 34: Assembly Section
Testing Section 5
Figure 35: Testing Section
Calibration Section 5
Figure 36: Calibration Section
50
`
Fitting Section 5
Figure 37: Fitting Section
Sealing Section 5
Figure 38: Sealing Section
Welding Section 5
Figure 39: Welding Section
Sampling Section 1 Due some cleanliness purpose, section label was removed.
51
`
Final QC &
5
Packing Section
Figure 40: Final QC & Packing Section
RMT Section 5
Figure 41: RMT Section
RMS Section 5
Figure 42: RMS Section
52
`
4.1.5 Question-05
SMT 2
Figure 44: No Marking on the shelves
53
`
Assembly Section 2
Figure 45: Not properly labeled
Testing Section 3 There are no shelves, therefore no need.
Figure 46: No Marking on the shelves
54
`
Fitting Section 2
Figure 47: Marking on shelves is not done properly
Sealing Section 2
Figure 48: Marking on shelves is not done properly
55
`
Welding Section 4
Figure 49: Marking is done on shelves
Sampling Section 3 Not needed.
Final QC &
2
PackingSection
Figure 50: Marking is not done on shelves
56
`
RMT Section 1
Figure 51: Marking is not done on shelves
RMS Section 5
Figure 52: Marking is done on shelves
57
`
4.1.6 Question-06

SMT 3 There is no specific workplace.
Assembly Section 4
Figure 54: Workplace is clear for doing task
Workplace is clear for doing task.

Testing Section 4
Calibration Workplace is not clear for doing task.

2
Section
Fitting Section 2
58
`
Figure 55: Workplace is not clear for doing task
Sealing Section 2
Figure 56: Workplace is not clear for doing task
Welding Section 4
Figure 57: Workplace is clear for doing task
Sampling Section 2 Workplace not clear for doing task.
59
`
Final QC & Workplace is clear for doing task.

5
Packing Section
RMT Section 2
Figure 58: Workplace not clear for doing task
RMS Section 4
Figure 59: Workplace is clear to do task
60
`
4.1.7 Question-07

SMT 4
61
`
Figure 61: Machines are dirt and dust free
Assembly Section 2
Figure 62: Not dust and dirt free
Machines are dirt and dust free

Testing Section 4
Machines are not dirt and dust free


Fitting Section 4

Sealing Section 4
Welding Section 5
Figure 63: Components are dust and dirt free
62
`
Sampling Section 1
Figure 64: Machine is covered in dirt and dust
Final QC & Machines are dust and dirt free.

4
Packing Section
RMT Section 1
Figure 65: Machines and components are not dirt and dirt free
63
`
4.1.8 Question-08

SMT 2 No standards present in documented form.
Assembly Section 1 Not present.
Testing Section 2 No standards present in documented form.
Calibration Standards are not present.
1
Section
Fitting Section 2 No standards present in documented form.
Sealing Section 1 No documented standards present.
Welding Section 2 No standards present in documented form.
Sampling Section 2 No standards present in documented form.
Final QC & No standards present in documented form.
2
Packing Section
RMT Section 1 No documented standards present.
RMS Section 1 No documented standards present.
64
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4.1.9 Question-09

SMT 3 Not needed.
Assembly Section 1 Not implemented as standards are not present.
Testing Section 2 Not needed as standards are not present.
Calibration Section 1 Not implemented as standards are not present.
Fitting Section 2 Not needed as standards are not present.
Sealing Section 2 Not needed as standards are not present.
Welding Section 2 Not needed as standards are not present.
Sampling Section 2 Not needed as standards are not present.
Final QC & Packing Not needed as standards are not present.
2
Section
RMT Section 1 Not implemented as standards are not present.
RMS Section 1 Not implemented as standards are not present.
65
`
4.1.10 Question-10
66
`
SMT 5
Figure 69: Work instructions are present
Assembly Section 5
67
`
Testing Section 5
Calibration Verbally instructed.

4
Section
Fitting Section 5 Work instructions are present.
Sealing Section 5 Work instructions are present.
Welding Section 5
Sampling Section 5 Work instruction is as per NTDC DDS standards.
68
`
Final QC &
5
Packing Section
RMT Section 5
RMS Section 4 Work instructions are given verbally.
69
`
4.1.11 Question-11

Feedback system not present but if necessary, suggestions are
SMT 2
given via emails.
Assembly Section 2 Verbally done but not properly recorded.
Testing Section 2
given via emails.
Calibration Section 1 Feedback and suggestion system are not present.
Fitting Section 2
given via emails.
Sealing Section 2 No documented standards present.
Welding Section 4 Feedback and suggestion are given and taken through emails.
Sampling Section 3 Not required.
Final QC & 1 Feedback and suggestion system are not present.
70
`
Packing Section
RMT Section 5 Feedback and suggestion are given and taken through emails.
RMS Section 4 ERP system is present for feedback and suggestions.
4.1.12 Question-12

No test or evaluation is being conducted to check operators’ skills.
SMT 3
Assembly Section 3

Testing Section 3
Calibration Operators have a good knowledge of all machine parts and its
4
Section components.
Fitting Section 3 No test or evaluation is being conducted to check operators’ skills.
Sealing Section 3 No test or evaluation is being conducted to check operators’ skills.
Operators have a good knowledge of all machine parts and its
Welding Section 4
components.
Sampling Section 4 Operators have a good knowledge of all machine parts and its
71
`
components.
Final QC & No test or evaluation is being conducted to check operators’ skills.
3
Packing Section
RMT Section 3 No test or evaluation is being conducted to check operators’ skills.
RMS Section 3 No test or evaluation is being conducted to check operators’ skills.
4.1.13 Question-13

SMT 2 Not available.
Not available.
Assembly Section 2
Not present.
Testing Section 1
Calibration Not present.

1
Section
Not present.
Fitting Section 1
Not present.
Sealing Section 1
72
`
Not available.
Welding Section 2
Not available.
Sampling Section 2
Final QC & Not required.
3
Packing Section
Not required.
RMT Section 3
Not required.
RMS Section 3
4.1.14 Question-14

Workshops or training required is done in the beginning only.
SMT 3
73
`

Assembly Section 3
Testing Section 4 Workshops or training required is done.
Fitting Section 4 Workshops or training required is done.
Sealing Section 4 Workshops or training required is done.
Welding Section 4 Workshops or training required is done.
Sampling Section 4 Workshops or training required is done.
Final QC & Packing Workshops or training required is done.
4
Section
RMT Section 4 Workshops or training required is done.
RMS Section 4 Workshops or training required is done.
4.1.15 Question-15

SMT 1 Not present.
Assembly Section 2 Not Available.
Testing Section 3 Not required.

Calibration 1 Not present.
74
`
Section
Fitting Section 1 Not present.
Sealing Section 2 Not available.
Welding Section 1 Not present.
Sampling Section 1 Not present.

Final QC & Not available.
2
Packing Section
RMT Section 2 Not available.
RMS Section 2 Not available.
4.1.16 Question-16

SMT 2 Not available.
Assembly Section 2 Not available.
Testing Section 3 Not required.
75
`
Calibration Section 1 Not present.
Fitting Section 3 Not required.

Sealing Section 1 Not present.
Welding Section 2 Not available.
Sampling Section 2 Not provided.
Final QC & Packing 3 Not required.

Section
RMT Section 3 Not required.
4.1.17 Question-17
76
`
SMT 5
Figure 82: All necessary spare parts report is available
Assembly
5
Section
Figu
re 83: All necessary spare parts report is available
Testing Not needed.

3
Section
Calibration Not needed.
3
Section
Fitting 5
Section
77
`
Sealing
5
Section
Welding Not needed.

3
Section
Sampling Not provided.
3
Section
Final QC & 5
Packing
Section
78
`
RMT Not needed.

3
Section
RMS
5
Section
79
`
4.1.18 Question-18
SMT 5
Figure 89: Attention window is in software to find the cause of any abnormality
Assembly Visual analysis is done.

4
Section
Testing Not needed.
3
Section
3
Section
Fitting 4 Visual analysis is done.
80
`
Section
Sealing Not needed.
3
Section
Welding Not present.
2
Section
Sampling Not needed.
3
Section
Final QC & Visual analysis is done.
Packing 4
Section
RMT Emails are exchanged for analysis of finding the root cause of
5
Section abnormalities in machine.
RMS Not required.
3
Section
4.1.19 Question-19

SMT 4 Common quality standards are followed (ISO 9001; EN14001
81
`
and OHSAS 18001).

Common quality standards are followed (ISO 9001; EN14001
Assembly Section 4
and OHSAS 18001).
Common standards are followed (ISO 9001; EN 14001 and
Testing Section 4
OHSAS 18001).
WAPDA standards are followed, DDS65.
Fitting Section 4 Common quality standards are followed.
Sealing Section 4 Common quality standards are followed.
Welding Section 4 Common quality standards are followed.
Sampling Section 4 Common quality standards are followed.
Final QC & Not required.
3
Packing Section
RMT Section 4 Common quality standards are followed.
RMS Section 4 Common quality standards are followed.
4.1.20 Question-20

SMT 2 No records present.
82
`
Assembly Section 4 Complaints are done through email or verbally.
Testing Section 2 No records present.
Calibration Section 2 No records present.
Fitting Section 2 No records present.
Sealing Section 2 No records present.
Welding Section 4 Complaints are done through email or verbally.
Final QC & Packing

4
Section
Figure 92: Complaints or faults are recorded
RMT Section 5 Record for complaints and data rejection are present.
RMS Section 4
Figure 93: Record for complaints and data rejection are present
83
`
4.1.21 Question-21
84
`
SMT 5
Figure 95: Prevention for defect occurring is made compulsory
Assembly No need in this section.

3
Section
Testing No records present.
2
Section
3
Section
Fitting It is made compulsory by visual inspection.
4
Section
Sealing It is made compulsory by visual inspection.
4
Section
Welding It is made compulsory by visual inspection.
4
Section
3
Section
Final QC & It is made compulsory by visual inspection.
Packing 4
Section
RMT Prevention for defects occurring are made compulsory as it is recorded.
4
Section
RMS Not required.
3
Section
85
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4.1.22 Question-22

SMT 1 Not present.
Testing Section 1 Not present.
Fitting Section 2 Not present but verbally instructed.
Sealing Section 4 Common written health and safety policy is followed.
Welding Section 4 Common written health and safety policy is followed.
Final QC & Packing Not present but verbally instructed.
2
Section
RMT Section 1 Not present.
RMS Section 5 Common written health and safety policy is followed.
86
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4.1.23 Question-23

SMT 1 Not present.
Fitting Section 1 Not present.
Sealing Section 1 Not present.
Verbally instruction initially, not present in
Sampling Section 2
record.
Final QC & Packing Verbally instruction initially, not present in
2
Section record.
Verbally instruction initially, not present in
RMT Section 2
record.
RMS Section 1 Not present.
87
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4.1.24 Question-24
SMT 5
Figure 99: Common first aid box placed in SMT, assembling and testing section
Assembly Section 4 Common first aid box placed in SMT, assembling and testing section.
Testing Section 4 Common first aid box placed in SMT, assembling and testing section.
Calibration Section 4 Common first aid equipment is used.
Fitting Section 2 Not present in this section.
Sealing Section 2
88
`
Figure 100: Common equipment is present, but proper assistance is not present
Welding Section 4 Common first aid and assistance are present.

Final QC & Not present.
2
Packing Section
RMT Section 4 Common first aid and assistance are present.
Common first aid equipment is used.
RMS Section 4
89
`
4.1.25 Question-25

SMT 1 Not present.
Assembly Section 4
Figure 102: Fire evacuation signs are present but not separate exit (Routine exit is same as
fire exit)
Testing Section 5 Common exit of assembling and testing section.

Calibration Section 4 Common fire exits are present.
Fitting Section 2 Not present, common exit is used.
90
`
Sealing Section 4
Figure 103: Common fire exits are present
Sampling Section 4
Figure 104: Common exit as fire exit is present
Final QC & No proper evacuation is present.

2
Packing Section
Common exit as fire exit is present.
RMT Section 4
91
`
RMS Section 5
Figure 105: Fire exit is present
4.1.26 Question-26
92
`
SMT 5
Figure 107: Fire extinguisher is displayed properly
Assembly
4
Section
Figure 108: Common fire extinguisher is displayed
Testing Common fire extinguisher is displayed.

5
Section
Calibration Not present for this section.
2
Section
Fitting Common fire extinguisher is present.
4
Section
93
`
Sealing
4
Section
Figure 109: Common fire extinguisher is present
Welding
4
Section
Sampling Not present for this section.

2
Section
94
`
Final QC &
Packing 2
Section
Figure 111: Not properly displayed
RMT
4
Section
RMS
5
Section
Figure 113: Fire extinguisher is present
95
`
4.1.27 Question-27

SMT 1 Not present.
Fitting Section 2 Not present in recorded form.
Sealing Section 2 Not present in recorded form.
96
`
Welding Section 4
Figure 115: Gate pass given for leave for any injury and illness

Final QC & Not present in recorded form.
2
Packing Section
RMT Section 1 Not present.
RMS (Raw 4
Material Supply)
Section
97
`
Figure 116: Present in recorded form
4.1.28 Question-28
98
`

SMT 2 Not present.
Assembly Not any until now (Do not needed to do).
3
Section
Testing Not needed.
3
Section
3
Section
Fitting Not needed.
3
Section
Sealing Not needed.
3
Section
Welding Not present.
2
Section
3
Section
Final QC & Not needed.
Packing 3
Section
RMT Section 5 Email conversation of human efficiency improvement is present.
RMS Section 3 Not needed.
99
`
4.1.29 Question-29

SMT 2 Not in documented form.
100
`
Assembly Section 5
Figure 119: Improvement in design feature documents are present, it shows the features
which is in being improvement process
Testing Section 5 Improvement in design feature documents are present.

Calibration Section 5 Improvement in design feature documents are present.
Fitting Section 3 Not needed.
Welding Section 4 If required it is made via email.
First marker was used to write bar codes on energy meters, now
Final QC &
4 printer for scanning and printing the bar codes.
Packing Section
RMT Section 5
Figure 120: Email showing the conversation of design features improvement
101
`
4.1.30 Question-30

SMT 3 Not required in SMT section.
Testing Section 5
102
`
Figure 122: System is in progress to improve the human work efficiency
Calibration Section 3 Not needed.

Fitting Section 3 Not needed.
Welding Section 4 Verbally.
Final QC & Not needed.
3
Packing Section
RMT Section 3 Not needed.
103
`
CHAPTER 5
Execution
As it can be seen in the data analysis part, there are many loop holes to the company’s
routine regarding total productive maintenance pillars. To cover that loop, hole the author
have implemented the following procedure in different selective sections, as for all
sections it is long process the author has to select major parts of total productive
maintenance pillar which can majorly affect company performance.
5.1 Jishu Hozen -Autonomous Maintenance
Question13: Schedule regarding cleaning, oiling, retightening, inspection and lubrication

is present:
Table 31: SMT (Surface-Mount Technology) Preventive Maintenance Schedule

Preventive Maintenance Schedule
Screen
Machine: Model:
Printer
Section: SMT Make:

Part
Sr.# Task Period Precautions
Name
Z Axis Twice a
1 Lubrication
Guides day
Twice a
2 Stencil Alcohol cleaning
day

Table 32: Assembling Preventive Maintenance Schedule
Blade
Machine: Model:
sharpener
Section: Assembling Make:
104
`

Part
Sr.# Task Period Precautions
Name
Lubrication +
1 Conveyer Daily
cleaning
Casing +
2 Dusting Daily
panel

Table 33: Testing Preventive Maintenance Schedule
Machine: Tools Model:

Section: Testing Make:

Sr.# Part Name Task Period Precautions
1 Rework Station Functional test Weekly
Soldering
2 Functional test Weekly
Station #1
Soldering
Station #2

Table 34: Fitting Preventive Maintenance Schedule

Section: Testing Make:
Rework
Station
Soldering
Station #1
Soldering
Station #2
Table 35: Sealing Preventive Maintenance Schedule
Machine: Tool and Model:
105
`
Equipment
Section: Sealing Make:
1 Stabilizer Functional test Weekly
2 Variac #1 Functional test Weekly

Table 36: Welding Preventive Maintenance Schedule
Dot Matrix
Machine: Model:
Printer
Section: Welding Make:
1 Printer Head Inspection Daily
2 Deflector Unit Inspection Daily

Table 37: Calibration Preventive Maintenance Schedule
Machine: Equipment Model:

Section: Calibration Make:
Soldering Weekl
1 Functional test
Station y
Weekl
2 Multi Meter Functional test
y
Table 38: Final QC (Quality Control) & Packing Preventive Maintenance Schedule

Section: Final QC & Packing Make:
After 15
1 Soldering Station Functional test
days
2 Solder Sucker Functional test After 15
106
`
days
SMT (Surface-Mount Technology) Preventive Maintenance Schedule table shows the

schedule of every section of production which has been implemented by researcher in the
company regarding cleaning, oiling, retightening, inspection and lubrication.
Figure 123: SPSS Implemented Pie Chart for Q13
SPSS Implemented Pie Chart for Q13 shows 72.73% of strongly agree response and
25.25% of neutral response.
Table 39: After implementation of schedule regarding cleaning, oiling, retightening, inspection and lubrication
Section Scale
SMT 5
Assembling 5
Testing 5
Calibration 5
Fitting 3
Sealing 5
Welding 5
Sampling 5
Final QC & Packing 3
RMT (Raw Material Testing) 3
RMS (Raw Material Supply) 5
Overall: (49/55) *100=89.09%
107
`
After implementation of schedule regarding cleaning, oiling, retightening, inspection and

lubrication shows 89.09% result, which means it has been improved from 38.18% to
89.09%.
5.2 Planned Maintenance (Q15)

Question15: Status of all available machines are recorded:
Table 40: Statuses for machines availability
Table 41: SMT Tool and Equipment List
Section Machinery Model Company Qty
Pick & Place

SMT Screen Printer
UPS
Table 42: Assembling Tool and Equipment List

Wave Soldering
PCB Lead Cutter
Assy Wave Soldering
Blade Sharpener
Soldering Tub
Table 43: Testing Tool and Equipment List
Frequency Counter
Oscilloscope
Test
Flash Programmer
Table 44: Fitting Tool and Equipment List

Crimping Machine
Fitting Air Gun
3Phase Load Tester
Table 45: Sealing Tool and Equipment List

Sealing Stabilizer
108
`
Variac
1Phase Load Tester
Table 46: Welding Tool and Equipment List

4Head Ultra Sonic
Welding Welding
Pin Grander
Table 47: Sampling Tool and Equipment List

Impulse Voltage Tester
Sapling
A.C Voltage Tester
Table 48: Final QC(Quality Control) & Packing Tool and Equipment List

Buff
Final QC & Stabilizer
3Phase Load Tester
Packing 1Phase Load Tester
Printer
Table 49: RMT Tool and Equipment List

Heating Chamber
Oscilloscope
RMT
Signal Generator
Variable Power Supply
Statuses for machines availability shows recording of accessibility of all different

machine in certain tables.
109
`
SPSS Implemented Pie Chart for Q15 shows 100% of strongly agreed response.
Table 50: After implementation of Status of all available machines:
Section Scale
SMT 5
Assembling 5
Testing 5
Calibration 5
Fitting 5
Sealing 5
Welding 5
Sampling 5
RMT 5
RMS 5
Overall: (55/55) *100=100%
After implementation of schedule regarding cleaning, oiling, retightening, inspection and

lubrication shows 100% result, which means it has been improved from 32.72% to 100%.
5.3 Planned Maintenance (Q16)

Question16: Maintenance calendar of equipment and their parts are present:
Table 51:Calendar for equipment and their parts
Table 52: SMT Maintenance Calendar
110
`
Section: Machine Name: Month:

Machine No.:
SMT Air Tank January
Check Points /
Sr. Frequency Maintenance Record
Operations
No.
D W M H Y 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Check any irrelevant

1 ✓
material on it
Check the air
2 ✓
pressure gauge
Release the drain
3 valve to check any ✓
water in tank
Check the
4 ✓
cleanliness
Check the air
5 ✓
leakage
Table 53: Assembly Maintenance Calendar

Machine No.:
Assembling Conveyor January
Check Points / Frequency Maintenance Record

Sr.
Operations 1 1 1 1 1
No. D W M H Y 1 2 3 4 5 6 7 8 9 15
0 1 2 3 4
Check the cleanliness of

1. ✓
the conveyor
2. material on belt / moving ✓
parts
3. Check all tube lights ✓
111
`
Check for any noise in

4. ✓
conveyor
Check speed for proper
5. ✓
working
Table 54: Calibration Maintenance Calendar

Machine No.:
Calibration Test Bench January
Sr. No. Operations

1 1 1 1 1
D W M H Y 1 2 3 4 5 6 7 8 9 15
0 1 2 3 4
Check the cleanliness

1. ✓
of the machine
2. ✓
material
Check the rotation of
3. ✓
the sensor slide
Check the slots (must
4. ✓
be tight)
5. Check the cooling fans ✓

Table 55: Fitting Maintenance Calendar

Machine No.:
Fitting Crimping machine January
Sr. No. Operations 1 1 1 1 1

D W M H Y 1 2 3 4 5 6 7 8 9 15
0 1 2 3 4
112
`
Check the cleanliness of

1. ✓
the machine
2. material on die / moving ✓
parts
3. Check the air pressure ✓

4. ✓
machine
Cleaning / Oiling of
5. ✓
machine
Table 56: Welding Maintenance Calendar

Machine No.:
Welding Ultra-Sonic Welding January
Sr. No. Operations 1 1 1 1 1

D W M H Y 1 2 3 4 5 6 7 8 9 15
0 1 2 3 4
Check the cleanliness

1. ✓
of the machine
material on & under
2. ✓
the fixture / moving
parts
3. Check the air pressure ✓

4. ✓
machine
Cleaning / Oiling of
5. ✓
machine pillars
Table 57: Final QC (Quality Control) & Packing Maintenance Calendar
Section: Machine Name: Machine No.: Month:
113
`
Final QC & Packing Leibinger Jet January
Frequency Maintenance Record

Sr. Check Points / Operations
1
No. D W MH Y 1 2 3 4 5 6 7 8 9 10 11 13 14 15
2
Check the cleanliness of the

1. ✓
machine / Conveyor
Check any irrelevant material on
2. ✓
conveyor / printer
Check the required speed of
3. ✓
conveyor
4. Check for any noise in machine ✓
5. Calibration of nozzle ✓
Calendar for equipment and their parts shows maintenace routine is being implemented
for every 15 days of every section of prodcution and it is filled on daily basis.
SPSS Implemented Pie Chart for Q16 shows 54.55% strongly agreed response while
45.45% neutral response.
114
`
Table 58: After implementation of maintenance calendar of equipment and their parts
Section Scale
SMT 5
Assembling 5
Testing 5
Calibration 5
Fitting 5
Sealing 5
Welding 5
Sampling 3
RMT 3
RMS (Raw Material Supply) 5
Overall: (49/55) *100=89.09%
Table 58: After implementation of maintenance calendar of equipment and their parts
89.09%, result is shown which means it has been improved from 45.45% to 89.09%.
115
`
CONCLUSION
In a private company Total Productive Maintenance (TPM) is successfully implemented
by using 8 pillars. A proper survey is conducted, data is analyzed carefully and pillars are
executed accordingly. It is being observed that production quality and quantity has be
improved. The pillars of total productive maintenance which are implemented are as
under:
● TPM increased the level of productivity in the company by considering minor
downfalls.
● An understandable culture of the business is developed and committed towards
continuous improvement in the efficiency of the total production system.
● A business company which has systematic and standardized strategies where losses
are prevented and known, Company has established a method for keeping the record
in consistent use.
● Every production department influence the productivity and involved in moving
from reactive mindset to predictive.
● Management understands the concept behind TPM and that it would take effort,
dedication and time to get fruitful results.
Challenge during implementing TPM was decision making by managers. As
management’s commitment and rapid response matters a lot in a manufacturing facility.
To implement and maintain TPM, dedication and system management is required by the
staff.
116
`
RECOMMENDATIONS
It is necessary that every individual from worker to top-management level, make certain
efforts for improving overall production. This could be achieved by establishing small
size multi-disciplinary team. It could be obtained by providing attention to the preventive
and autonomous maintenance, employees’ training, standardization and security of
processes of work. Aim is zero mistakes, zero working accidents and zero losses. By
using these teams, improvement will be seen because it focuses in efficiently and
effectively using means of production. Their objective is to involve all departments.
For health, safety and environment pillar, health and safety policy should be present in
each section. If any employee has any issues regarding health and environment, they can
refer to that easily. For more ease, health safety clauses should also be included in job
description (i.e. proper management of risk factors, infection control, smoking
environment).
In 5S pillar (sort, systematic, shine the workplace, standardize, self-discipline) for
standardization point (i.e. Standards for keeping the workplace sorted, simplified and
clean is made compulsory for all employees) following measures should be taken.
Standards will keep track if all the 3S (Sort, set in order, shine (Cleanliness)) is being
implemented in different sections of the company or not: Those standards are as under:
(1) Check list for each task i.e. Items should be placed in order and cleanliness is
designed for each separate section. It should be marked on daily basis.
(2) Updated reports should be written monthly (which task is not done or which task
needs improvement).
117
`
REFERENCES
[1] " Leanexpertise,TPMONLINE,articles on total productive maintenance," [Online]. Available:

http://www.leanexpertise.com/TPMONLINE/articles_on_total_productive_maintenance/tpm/tpmrober
ts.htm .
[2] "Lean production,lean made easy by vorne," [Online]. Available:
http://www.leanproduction.com/tpm.html.
[3] "Manufacturing,blog,what is total productive maintenance," [Online]. Available:
http://www.manufacturing.net/blog/2015/11/what-total-productive-maintenance.
[4] H. A. Seher Arslankayaa, "Maintenance management and lean manufacturing practices in a firm
which produces dairy products," 2015 .
[5] C.-. C. Shen, "Discussion on key successful factors of TPM in enterprises," vol. III, 2015.
[6] E. N. White, Maintenance Planning, Control, and Documentation, Gower Pub Co, 1979 , 1979.
[7] M. o. s. e. Mehmet emin baysal, "Mehmet emin baysal,Mehmet onur sA total productive maintenance
implementation in a manufacturing company operating in insulation sector in turkey," Istanbul, 2015.
[8] B. G.MwanzaCharlesMbohwa, "Design of a Total Productive Maintenance Model for Effective
Implementation: Case Study of a Chemical Manufacturing Company," vol. IV.
[9] C. M.L.Rahman, "Assesment of total productive maintenance implementation in a semi-automated
manufacturing company through downtime and meantime analysis," 2015.
[10] M. F. A. Javeria Younusa, "Evaluation and Benchmarking of Maintenance Organization and
Planning/Scheduling at Automotive Industries of Pakistan," 2016.
[11] I. M. A. Taufik Djatna, "An Application of Association Rule Mining in Total Productive Maintenance
Strategy: An Analysis and Modelling in Wooden Door Manufacturing Industry," vol. IV, 2015.
[12] B. S. G. Chand, "Implementation of TPM in cellular manufacture," 2000.
[13] K. G. R. A. J. a. K. T. George L. Hodge, "Adapting lean manufacturing principles to the textile

industry," 2011.
[14] I. H.Afefy, "Maintenance planning based on computer-aided preventive maintenance policy," vol. II,
2012.
[15] L. P. L. G. H. M. Peter Muchiri, "Development of maintenance function performance measurement
framework and indicators," vol. 131, no. 1, 2011.
[16] I. L. ,. a. L. P. P. Bastos, "A Maintenance Prediction System using Data Mining Techniques," vol. III,
2012.
[17] V. R. V. Pradsnth S.Poduval, "Interpretive Structural Modeling(ISM) and its application in analyzing
factors inhibiting implementation of Total Productive Maintenance(TPM)," vol. 32, 2014.
[18] R. B. S. Abhishek Jain, "Total Productive Maintenance (TPM) implementation practice-A literature
review and directions," vol. 5, 2014.
[19] M. C. &. C. K. Ebru Turanoglu Bekar, "Fuzzy COPRAS method for performance mesurement in total
productive maintenance:a comparative analysis," vol. 17, 2016.
[20] T. Deepan.K.Bhalerao, "Implementtion of total productive mintenance using data analysis ,Actual
productive utilization and improved communication techniques for improving rolling plan for TQM,"
vol. 2, no. 1, 2014.
[21] S. G. N. D. Rajesh Attria, "A graph theoretic approach to evaluate the intensity of barriers in the
implementation of total productive maintenance (TPM)," 2013.
[22] R. B. S. S. Saureng Kumar, "Study of total productive maintenance & it’s implementation approach in
steel manufacturing industry: A case study of equipment wise breakdown analysis," International
Research Journal of Engineering and Technology (IRJET), vol. IV, no. 08, Aug 2017.
118
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[23] R. S. R. Jonathan David Morales Méndez, "Total productive maintenance (TPM) as a tool for
improving productivity: a case study of application in the bottleneck of an auto parts machining line,"
Int J Adv Manuf Technol, 2017.
[24] D. I. ,. G. S. M. PASCU Cristina Ileana, "Implementation of Total Productive Maintenance Principles
for Quality Improvement in an Automotive Company," Trans Tech Publications, Switzerland, vol. 880,
pp. 171-176, 2018.
[25] E. A. C. Tina Kanti Agustiady, "Total productive maintenance, Total Quality Management &
Business Excellence," 2018.
[26] C.R.Kothari, Research Methodlogy Methods and Techniques, New Age International (P) Ltd..
[27] "SPSS - Wikipedia," [Online]. Available: www.en.wikipedia.org/wiki/SPSS.
119
`
ABBREVIATIONS
TQM: Total quality management
TPM: Total productive maintenance
JIPM: Japan Institute of Plant Maintenance
CEO: Chief executive officer
WCM: World class manufacturing
OEE: Overall equipment effectiveness
NEE: Net equipment effectiveness
ARM: Associate rule mining
ORE: Overall resource effectiveness
NTDC: National transmission and dispatch company
DDS: Detailed design specification
SMT: Surface-Mount technology
QC: Quality control
RMS: Raw material supply
RMT: Raw material testing
120

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Implementation of Total Productive

Dr Ijaz Ahmad Chaudhry

Implementation Of Total Productive Maintenance In

A thesis submitted in partial fulfillment of the requirements for the degree of

M.Sc. Engineering Management

Dr Ijaz Ahmad Chaudhry

Professor, Dean, Chairperson Department of Industrial Engineering

External Examiner Signature: ____________________________

Thesis Supervisor Signature: _____________________________

I certify that research work titled “Implementation of Total productive maintenance in

acknowledged and referred.

“Implementation of Total Productive Maintenance in private company”, which also

really thankful to them.

me a lot in finalizing this thesis within the limited time frame.

Figure 57: Workplace not clear for doing task...............................................................................................60

Figure 113: SPSS Pie Chart Q27....................................................................................................................98

Table 1: Reasons for Q01...............................................................................................................................38

Table 53: Assembly Maintenance Calendar.................................................................................................114

TPM help businesses to focus maintenance as the major element. Downtime of

TPM is developed on the basis of 5s foundation, which establish efficient workplace

It is a concept for maintenance program. Philosophically, it resembles with TQM

● Complete commitment with program by top level management is needed.

1.2 The Eight Pillars of TPM

i. 5S (seiri, seiton, seiso, seiketsu, and shitsuke)

Places responsibility for routine maintenance, such as cleaning, lubricating, and

vii. Kobetsu Kaizen:

b) Combines the collective talents of a company to create an engine for continuous

a) Operators develop skills to routinely maintain equipment and identify emerging

b) Maintenance personnel learn techniques for proactive and preventative

c) Managers are trained on TPM principles as well as on employee coaching and

1.4 Problem Statement:

Implementation of total productive maintenance is done by 12 steps which divides into

Low productivity and defectives losses improvement and maintenance is investigated by

i. 5s (sort,systematic,shine the workplace, standardize ,self-discipline)

ii. Jishuhozen (autonomous maintenance)

iii. Kobetsu kaizen (focus improvement)

iv. Planned maintenance

vi. Education and training

vii. Office TPM (Total productive maintenance)

viii. Safety, health and environment

Total productive maintenance is implemented by comparing different standards with

ii. Overall comparative analysis of downtimes,

iii. Ranking of different downtimes based on individual percentage contribution and

iv. Mean downtime analysis,

By evaluating the effects of autonomous and planned maintenance pillars of TPM, it is

In a case study of total productive maintenance in steel manufacturing industry,

before) an improvement of 30.2%.Applying these achievements to the OEE indicator,

Application of lean principles leads to improvements in both unplanned machine staging

Different methodology for executing total quality management can be observed by

(1) It’s less expensive:

Interviewing respondent, it saves financial resources. The use of a questionnaire,

(2) It offers greater anonymity:

(3) It’s not time consuming:

3.1.1.1 1S Seiri -Sort, Clearing, Classify:

Concept: Proper connections and untangled wires should present.

Concept: Most things in use should be close so no confusion occurs.

3.1.1.2 2S: Seiton - Set in Order, Straighten, Simplify, Configure:

Concept: Easy search of any place where anyone can go.

Concept: Clear writing of everything on the shelf is made compulsory.

3.1.1.3 3S: Seiso–Shine, Sweep, Scrub, Clean and Check:

Concept: Neatness should be observed at working place.

3.1.1.4 4S Seiketsu- Standardize, Stabilize, Conformity: