Total Productive

Maintenance (TPM)
Summary of TPM
TPM was developed in the
1970's as a method of
involving machine operators
in the preventive
maintenance of their
machines - a reaction to
increasing specialization and
centralization of the
maintenance function that
had created division-of-
labor barriers between
operators and the
maintenance of their
machines and equipment.
Autonomous maintenance
activities tap the knowledge
and skill of the people who
work with the equipment on
a daily basis, and gives
operators a stake in the
performance of the
equipment. This involvement
is part of a larger philosophy
of continuous improvement,
or Kaizen, that touches all
shop floor activities.
Involving machine operators
also makes the regular
maintenance people more
productive by focusing them
on more extensive
preventive maintenance
(PM) tasks.
The overriding objective of
TPM is the elimination of
LOSSES. Losses, or waste,
includes equipment
downtime, defects, scrap,
accidents, wasted energy,
and labor inefficiency.
Equipment reliability is a
cornerstone of a lean
production system. With
little or no buffer inventories,
equipment failures directly
impact production volumes
and customer service, so
effective preventive
maintenance is a critical
activity. By bringing together
people from all departments
concerned with equipment
into a comprehensive PM
system, equipment
effectiveness is raised to the
highest possible level.
Most TPM programs are
built upon autonomous small
group activities - the people
closest to the action. This
requires the support and
cooperation of everyone
from top management on
down.
Benefits of effective TPM
include the following:
● Safer Working
Environment
● Improved
 Equipment Reliability -
Uptime
● Increased
Capacity
● Increased
Productivity
● Improved Quality
● Company
Financial Performance
and Job Security
Concept of Zero
The goal of TPM is to drive
all waste to zero: Zero
Accidents, Zero Defects,
Zero Breakdowns.
On the surface this may
seem impossible, but is it
possible to run for an hour
with no accidents, defects,
or breakdowns? If it can be
done for an hour, can it be
done for two hours? a shift?
a day? and so on.
The Concept of Zero is built
upon error-proofing
activities, or Poka-Yoke, in
the design of the process to
make it impossible to make
and pass on defects. Poka-
Yoke concepts are also
commonly applied to
equipment to prevent
breakdowns (e.g. automatic
lubrication systems).
Measuring
Performance
The primary metric to gauge
TPM performance is Overall
Equipment Effectiveness, or
OEE.
OEE is a combined
measurement that shows
the impact of equipment
availability, equipment
performance, and quality of
output. The metric is
calculated by multiplying
Availability x Performance x
Quality, as detailed below:
Availability:
100% minus the following:
● All known
losses(stoppages),
measured in time, due
to equipment failures.
● Losses (in time)
due to process set-up
and adjustments.
● Losses (in time)
due to start-ups after
shifts, breaks, lunch,
and weekends.
Performance:
100% minus the following:
● Losses (in time)
due to minor stoppages.
● Losses (in time)
due to speed (Actual vs.
Engineered Speed).
Quality:
100% minus the following:
● Losses due to
 defects and rework
EXAMPLE: So, if Availability
is 95%, Performance is 97%,
and Quality is 98%, then
OEE is .95 x .97 x .98 =
90.3%
Core Elements of TPM
There are five core elements
to a TPM program:
^. Operator Self-
Maintenance - Basic
program of cleaning,
lubrication, general
inspection, and minor
preventive maintenance
to be completed by
production operators
(associates).
_. Conduct Planned
Maintenance - Develop
and execute planned
maintenance activities.
Establish standards for
each piece of
 equipment, prioritize
equipment based on
relative importance to
safety, quality,
productivity and cost.
Establish a maintenance
plan for each piece of
equipment - may be
based on time,
condition, overhaul, or
predictive maintenance.
e. Small Group Kaizen
Activities - Team
activities that focus on
eliminating losses by
focusing on all elements
of OEE. The 5-Why
analysis is often used to
guide small group
actions.
f. Education and Training -
All employees must be
systematically trained to
provide awareness and
 improve skill levels.
h. Maintenance Prevention
- Early equipment
management is a
system whereby shop-
floor personnel
participate in the new
equipment concept and
design phase to develop
equipment that requires
less maintenance, and is
more easily maintained
when maintenance is
required. As with all
processes, the most
leverage to effect
change exists in the
design phase.
Maintenance Activities
There seven primary
Maintenance Activities to
support the Five Core
Elements of TPM:
^. Education and Training -
 Program to
systematically enhance
maintenance technical
skills. Many
organizations have
effectively adopted pay-
for-skills programs.
_. Support and Guidance
for Operator Self-
Maintenance - Provide
instructions to operators
on cleaning, lubrication,
safety, and
contamination
countermeasures.
Support Kaizen
activites.
e. Downtime
Countermeasures -
Track breakdowns,
analyze root cause,
apply countermeasures.
The goal is to increase
mean time between
 failures (MTBF) and
reduce mean time to
repair (MTTR).
f. Preventive Maintenance
Program - Identify and
number all equipment,
establish standards for
cleaning, lubrication,
and inspection. Develop
schedule of PM
activities and track
conformance to
schedule - this includes
lubrication program
activities.
h. Spare Parts
Management - Establish
inventory standards and
reorder points for parts
needed on Planned
basis. Apply 5-S
principles to storage
area.
i. Maintenance Cost
 Analysis - Understand
where cost is incurred
for parts, indirect
supplies, oils &
lubricants, manpower,
and outside contractors.
Organize systematic
actions to reduce costs
- goal is to reduce long
term total cost - not to
be sacrificed for short
term cost improvement.
j. Maintenance Efficiency
Improvement - Track
maintenance activities
by category: planned
(time-based, condition-
based, predictive), and
unplanned (breakdown).
Goal is to increase
percentage of
maintenance hours on
planned vs. unplanned,
and lower overall total
 for both.
Recommended Books
● Japan Institute of
Plant Maintenance, TPM
For Every Operator
(Shopfloor Series),
(1996, Productivity
Press), ISBN:
1563270803
● Keniche Sekine,
Keisuke Arai, & Ken'iche
Sekine, TPM for the
Lean Factory :
Innovative Methods and
Worksheets for
Equipment Management
(1998, Productivity
Press), ISBN:
1563271915
● Productivity
Press Development
Team, TPM For
Supervisors (1996,
Productivity Press),
ISBN: 1563271613