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MANUFACTURING PERFORMANCE
AND EVOLUTION OF TPM
ASHOK KUMAR SHARMA*
Department of Mechanical Engineering, Suresh Gyanvihar University,
Mahal, Jagatpura, Jaipur, Rajasthan, India
prof.ashok05@yahoo.com
SHUDHANSHU
AWADHESH BHARDWAJ
Abstract:
To improve productivity it is essential to improve the performance of the manufacturing systems. This system
consists of various resources like labour, materials, tools, plant and equipment, and others, used for production.
The desired production output is achieved through high equipment availability, which is influenced by
equipment reliability and maintainability. Maintenance function is therefore vital for sustainable performance of
any manufacturing plant, since, a proper maintenance plan improve the equipment availability and reliability.
The paper describes the maintenance (Total Productive Maintenance) as strategy to improve manufacturing
performance. Further, 5S as the base of Total Productive Maintenance (TPM) and overall equipment
effectiveness (OEE) as a measure of effectiveness have also been discussed.
Keywords: Manufacturing performance; TPM; Pillars of TPM; OEE.
1. Introduction
In today’s era of global recession and competition it is basic business requirement to supply quality products at
competitive prices through reducing manufacturing expenses which is only possible by improving
manufacturing performance. This increased global competition forcing companies to improve and optimize their
productivity in order to remain competitive Huang et al. [2003]. Performance can be defined as the extent to
which a company or process fulfill their objectives. In general, productivity is defined as the ratio of the output
to input of a production system. The output of the production system is the products or services delivered while
the input consists of various resources like the labour, materials, tools, plant and equipment, and others, used for
producing the products or services. With a given input if more outputs of products or services can be produced,
then higher productivity efficiency is achieved. Efficiency is doing the things right or it is the measure of the
relationship of outputs to inputs and is usually expressed as a ratio. These measures can be expressed in terms of
actual expenditure of resources as compared to expected expenditure of resources. They can also be expressed
as the expenditure of resources for a given output. The desired production output is achieved through high
availability, which is influenced by equipment reliability and maintainability. The reliability of equipment is
decreasing with time [Vashisth and Kumar, 2011]. That has brought the maintenance functions into focus to
improve the production system’s performance. There is consensus among authors [Madu, 1999; Cooke, 2000;
Madu, 2000] that equipment maintenance and system reliability are important factors that affect organization’s
ability to provide quality and timely services to customers and to be ahead of competition. Manufacturing firms
are realizing that there is a critical need for proper maintenance of production facilities and systems to take best
use [Luxhoj et al., 1997; Stephen, 2000; Cholasuke et al., 2004; Meulen et al., 2008]. Maintenance function is
therefore vital for sustainable performance of any manufacturing plant. The paper describes the maintenance as
prerequisites for enhanced manufacturing performance and further discusses Total Productive Maintenance
(TPM) as a tool to improve manufacturing performance.
breakdowns. In reactive maintenance the equipment is allowed to run until failure, then the failed equipment is
repaired or replaced [Paz and Leigh, 1994]. Though under reactive maintenance, temporary repairs may be done
in order to return equipment to operational condition and permanent repairs made later time
[Gallimore and Penlesky, 1988]. Proactive maintenance is a strategy for maintenance whereby breakdowns are
avoided through activities that monitor equipment condition and undertake minor repairs to restore equipment to
operational condition. These activities, including preventive and predictive maintenance, reduce the probability
of unexpected equipment failures. Preventive maintenance is often referred to as use-based maintenance where
maintenance activities are undertaken after a specified period of time or amount of machine use depending upon
the type of machine [Gits, 1992, Herbaty, 1990]. Weil [1998] added another approach in his description of the
maintenance spectrum by including TPM. TPM is an aggressive maintenance approach that seeks to improve
equipment performance while continuing to avoid equipment failures. The evolution of TPM as a maintenance
tool and its various pillars are discussed in section 3 of this article.
Further, manufacturing performance can be measured with four different basic parameters cost, quality,
delivery, and flexibility that are extended in some studies including several measures [Skinner, 1969,
Hayes et al. 1988, Schroeder, 1993, Miller and Roth, 1994, Ward et al. 1995]. In general, business performance
measures consist of operational and strategic business performance. While the operational business performance
assesses daily or weekly performance of operations and the strategic business performance measures major
corporate goals such as return on capital, sales and profits. It is suggested by Takahashi and Osada [1990] to
measuring the effectiveness of TPM through managerial performance and plant managerial performance, i.e.
two aspects of operational business performance. The detailed discussion of about overall equipment
effectiveness (OEE) as measure of effectiveness of TPM is given in article 5.1.
There are two main approaches found in TPM literature i.e. Western Approach and the Japanese Approach, both
having similarity. The Japanese approach is promoted by Japanese Institute of Plant Maintenance and described
by Nakajima [Nakajima, 1984, Nakajima, 1989], Tajiri and Gotoh [Tajiri and Gotoh, 1992] and
Shirose [Shirose, 1996] whereas, Western approach described by Willmott [Willmott, 1994], Wireman
[Wireman, 1991] and Hartmann [Hartmann, 1992]. The Western approach is closely tied to the Japanese
approach. Willmott, [1994] keeping Japanese approach in view offers his own definition that is based on
teamwork but does not necessarily require total employee participation, i.e. emphasis has been laid on the use of
teams to achieve specific operational targets. He further states that the concept of TPM process is that all the
assets on which production depends are kept always in optimum condition and available for maximum output.
Hartmann [1992] presents a similar definition to Willmott and states that Total Productive Maintenance
permanently improves the overall effectiveness of equipment with the active involvement of its operators. The
Japanese approach emphasizes on the role of teamwork, small group activities and the participation of all
employees in the TPM process to achieve equipment improvement objectives hence it is more people and
process focused. While the Western approach focuses on the equipment with understanding that operator
involvement and participation in the TPM effort is required hence, it is focused on equipment improvement
objectives.
While comparing Japanese and Western approaches to TPM, Ames [2003], finds that the Japanese are just as
focused directly on the results as the Western approach is, and suggests that although there is very little real
difference in the approaches, The Western definition emphasizes on results as a marketing, or selling, tool to
gain the interest of Western managers. Similarly, the Japanese Institute of Plant Maintenance also advocates
company wide application of TPM rather than equipment focus.
According to Nakajima [1984] who is considered father of TPM, the TPM -
aims to maximize equipment effectiveness.
establishes a thorough system of Preventive Maintenance (PM) for the equipment’s entire life span.
is cross-functional, implemented by various departments (engineering, operators, maintenance,
managers).
involves every single employee.
is based on the promotion of Preventive Maintenance through the motivation of management and
autonomous small group activity.
Shirose [1996] presents a similar view as –
TPM strives for maximum equipment effectiveness.
TPM establishes a total system of Preventive Maintenance for the entire life of the equipment.
TPM includes participation by all sectors of the organization that plan, use, and maintain equipment.
TPM participation is from top management to the frontline staff.
Execution of TPM is based on small group activity.
JIPM currently defines TPM as follows.
TPM aims at:
Establishing a corporate culture that will maximize production system effectiveness.
Organizing a practical shop-floor system to prevent losses before they occur throughout the entire
production system life cycle, with a view to achieving zero accidents, zero defects and zero
breakdowns.
Involving all the functions of an organization including production, development, sales and
management.
Achieving zero losses through the activities of overlapping small groups [JIPM, 1996].
improve the reliability and availability of production equipments. The TPM is modified form of United States-
style productive maintenance fit to the Japanese industrial environment [Nakajima 1984]. The Japanese Institute
of Plant Engineers (JIPE) was created after study of American Productive Maintenance in the year 1953 and
1962 by research group formed by twenty Japanese companies. The JIPE was converted into Japanese Institute
of Plant Maintenance (JIPM) in the year 1969 [Ireland and Dale 2001]. Nippondenso, a Japanese automotive
component manufacturer used first time Total Productive Maintenance in the year 1961 with the theme
‘Productive Maintenance with Total Employee Participation’ for improvement in manufacturing performance
than it was spread to Toyota, Mazda, Nissan and their associated vendors [Robinson and Ginder 1995]. The
earliest Japanese TPM implementations got a limited success and only a few companies adopted it
[Tajiri and Gotoh 1992]. Actually, in the early 1970’s, adoption of TPM began to accelerate as a means to
improve manufacturing effectiveness, soon after Japan faced a decline in economy [Ireland and Dale 2001].
TPM extended to United States and the Western world during 1980’s and 1990’s when companies strived to
quality improvement with programs such as Total Quality Management (TQM) [Ireland and Dale 2001].
According to Suzuki [1994] adoption of TPM was started in prestigious companies such as Dupont, Exxon,
Kodak, Alcoa, AT&T, Ford, Hewlett-Packard and Proctor & Gamble. Nakajima [1988], Nakajima [1989],
Hartmann [1992], Willmott [1994] and Shirose [1996] documented the successful application of TPM in various
industries by late 1990’s and many companies have been awarded TPM prize by JIPM and the success story is
continued world wide.
practicing on the equipment makes it more possible to learn and maintain the machine. Focused Improvement
has been, and still is, the primary methodology for productivity improvement in the [Thomas, 2003]. The
equipment restoration is a prime initial step in focused improvement. Wireman [1991] underlined that during
maintenance of equipment tasks like cleaning, lubricating, adjusting, and tightening are neglected.” The
equipment failure is eliminated by exposing and eliminating hidden defects that deliberately interrupt equipment
operation before breakdown [Nakajima, 1988, Tajiri and Gotoh, 1992]. Shirose [1996] puts importance to minor
defects in order to vanish effects created due to the accumulation of minor defects. Similarly, Suehiro [1987]
considers the elimination of minor defects to be one of the highest priorities of continuous improvement, even in
large production units overall improvement arrives as an accumulation of improvements designed to eliminate
slight defects. So, it becomes important for factories to make slight defects their primary focus. Further, it is
significant to note that focused improvement and equipment restoration is a continuous process and continues
for the entire life of the equipment [Wireman, 1991].
The effective planned maintenance plan is based on the history and analysis of failure modes to determine
preventive practices, it consists of five elements [Leflar, 1999].
A set of checklists for planned maintenance execution.
A schedule for every planned maintenance cycle.
Specifications and part numbers for every checklist item.
Procedures for every checklist item.
Maintenance and parts log (equipment maintenance history) for every machine.
or method of inspection [JIPM, 1997] It is obvious that in many cases sufficient time cannot be secured for the
purpose of education at one time and also operators can acquire such learning practicing repeatedly. One-point
lessons are therefore a learning method frequently used during daily work, such as during morning meetings or
other time, is highly effective. Each individual member to think, study, and prepare genuine one-point lesson
and to explain its content to all the other circle members, to hold free discussions on the spot and to make the
issue more precise [JIPM, 1996]. This teaching technique helps people learn a specific skill or concept in a short
period of time through the extensive use of visual images. Single-point lessons are really effective in
transferring the technical skills required for a production operator even for minor maintenance responsibilities
[Robinson and Ginder 1995].
4. 5S - A Base of TPM
5S is based on a Japanese approach to establishing and maintaining an organized and effective workplace is “a
systematic method to organize, order, clean, and standardize a workplace – and keep it that way.”
[Productivity, 1999]. The 5S includes seiri (sort, organization), seiton (set in order), seiso (shine, cleaning),
seiketsu (standardize the cleaning), and shitsuke (sustain, discipline) and referred as the five keys to a total
quality environment [Willmott, 1994, Osada, 1991]. It is a system to reduce waste and optimize productivity and
quality through maintaining an orderly workplace and using visual signals to achieve more consistent
operational results. It is aimed at to implant the values of organization, neatness, cleaning, standardization and
discipline into the workplace basically in its existing configuration. In the daily work of a company, routines
that maintain organization and orderliness are essential to a smooth and efficient flow of activities. Sort, the first
S, focuses on eliminating unnecessary items from the workplace that are not needed for current production
operations. Set in order focuses on creating efficient and effective storage methods to arrange items, so that they
are easy to use, and to.
Osada [1991] considered 5S as a strategy for organizational development, learning and change, whereas Hirano
[1995] took 5S to be an industrial formula that differentiates an organization from its competitors. Kobayashi et
al. [2008] compared the frameworks provided by Osada [1991] and Hirano [1995] and made a division between
5S as a philosophy and 5S as a technique and concluded that 5S tends to be recognized as a philosophy in Japan
and as a technique or tool in the UK and USA. 5S is considered to be the first lean method implemented by
firms.
The description of the steps of 5S is given below -
Seiri (sort): Remove all items from the workplace that are not needed for current production operations
or for records. Unnecessary material at the work place can lead to errors and defects.
Seiton (set in order): Arrange and label needed items so that they are easy to locate and use.
Seiso (shine): Clean floors, equipment, and work stations, this step also includes identifying and
preventing the sources of contamination or dirt.
Seiketsu (standardize): Adopt methods and practices to maintain Sort, Set in Order, and Shine on an
ongoing and continuously improving manner.
Shitsuke (sustain): Make 5S standard practice.
OEE AI x PI x QI (4)
SEMI [2000] expresses OEE entirely in terms of time units in which the losses are expressed in time. SEMI
[2001] defines six main states of manufacturing equipment, which are again related to the types of losses as,
discussed earlier. The idea behind OEE is to have a metric indicating the performance of equipment. However,
OEE is not directed towards the equipment itself, but also includes the effects of the environment of the
equipment. This is caused by viewing time losses, because of a lack of input items or no buffer space for items
in the time base, although this no-input or no-output situation cannot be put on the account of the equipment De
Ron and Rooda [2006]. Huang et al. [2003] find the concept of OEE becoming increasingly popular and widely
used quantitative tool for performance measurement.
The manufacturers have used many performance measurement indices derived originally from the concept of
OEE and customized to fit their particular industrial requirements. These are overall factory effectiveness
(OFE), overall plant effectiveness (OPE), overall throughput effectiveness (OTE), production equipment
effectiveness (PEE), overall asset effectiveness (OAE), and total equipment effectiveness performance (TEEP).
6. Conclusion
A maintenance strategy is a decision rule which establishes the sequel of maintenance actions in order to
maintain or restore the system in a specified state by using the suitable resources. From the whole discussion it
is resulting that TPM is a structured equipment-centric continuous improvement process that strives to optimize
production effectiveness by identifying and eliminating losses associated with equipment and production
efficiency throughout the production system life cycle through active team-based involvement of employees
across all levels of the operational hierarchy. The results of the extensive literature review indicates that TPM,
has a strong positive impact on multiple dimensions of manufacturing performance and OEE is a valuable
measure that provides information on the sources of lost time and lost production. OEE is a valuable tool that
can help management to unleash hidden capacity and therefore reduce overtime expenditures incurred due to
reduced capacity.
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