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1. Improve equipment effectiveness: examine the effectiveness

of facilities by identifying and examining all losses which
occur - downtime losses, speed losses and defect losses.
2. Achieve autonomous maintenance: allow the people who
operate equipment to take responsibility for, at least some, of
the maintenance tasks. This can be at:

(i)the repair level (where staff carry out instructions as a

response to a problem);

(ii)the prevention level (where staff take pro-active action to

prevent foreseen problems); and the

(iii)improvement level (where staff not only take corrective

action but also propose improvements to prevent recurrence).
 3. Plan maintenance: have a systematic approach to all
maintenance activities. This involves the identification of the
nature and level of preventive maintenance required for each
piece of equipment, the creation of standards for condition-
based maintenance, and the setting of respective
responsibilities for operating and maintenance staff. The
respective roles of "operating" and "maintenance" staff are
seen as being distinct. Maintenance staff are seen as
developing preventive actions and general breakdown
services, whereas operating staff take on the "ownership" of
the facilities and their general care. Maintenance staff typically
move to a more facilitating and supporting role where they are
responsible for the training of operators, problem diagnosis,
and devising and assessing maintenance practice.
4. Train all staff in relevant maintenance skills: the defined
responsibilities of operating and maintenance staff require that
each has all the necessary skills to carry out these roles. TPM
places a heavy emphasis on appropriate and continuous
training.
5. Achieve early equipment management: the aim is to move
towards zero maintenance through "maintenance prevention"
(MP). MP involves considering failure causes and the
maintainability of equipment during its design stage, its
manufacture, its installation, and its commissioning. As part of
the overall process, TPM attempts to track all potential
maintenance problems back to their root cause so that they can
be eliminated at the earliest point in the overall design,
manufacture and deployment process.
7

• Downtime from breakdown and changeover times

• Speed losses (when equipment fails to operate at its optimum
speed)
• Idling and minor stoppages due to the abnormal operation of
sensors, blockage of work on chutes, etc.
• Process defects due to scrap and quality defects to be repaired
• Reduced yield in the period from machine start-up to stable
production.
- 8 9 (- #.11 " 3 ( :7