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Japan Institute of Plant Maintenance bsi.
Publishing and copyright information
The BSI copyright notice d ispl ayed in this document i n d i cates when the document was
l ast issued.
©The B ritish Sta ndards I n stitution 2022.
Publ ished by BSI Sta ndards Lim ited 2022.
ISBN 978 0 539 1 28 1 7 8
ICS 0 3 . 1 00.50, 0 3 . 1 00.70

No copying without 851 permission except as permitted by copyright law.

Publication history
Fi rst published J u ly 2022
 PAS 1918:2022

Contents

Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ii

I ntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii

1 Scope. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2 Normative references . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . 2

3 Terms and definitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

4 TPM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

5 Key performance indicators(KPis) and key activity indicators(KAis) . 1 0

6 Focused improvement . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 5

7 Autonomous maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

8 Planned maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 8

9 Quality maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

10 Education and training to develop skill and knowledge . . . . . . . . . . . . . . . . . . . . . 2 1

11 Safety, health and environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 2

12 Early management . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

13 Improvement of the administrative and indirect departments. . . . . . . . . . 24

14 Relationship between each pillar and KPis and KAis . . . . . . . . . . . . . . . . . . . . . . . . . . 25

15 Evaluation of TPM milestones ... . . . . . . . . . . . . . . . . . . . . . . . ... . . . . ... . . . . . . . . . . . . . . . . ... . . . . ... 26

B i bliog raphy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

List of figures

Figure 1 - E i g ht p i l l a rs of TPM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Figure 2 - Loss structure in production activities (sixteen major losses). . 7

Figure 3 - Loss structure in plant activities (eight major losses) . . . . . . . . . . . . . . 9

List of tables

Ta ble 1 - Relationsh i p between each p i l l a r and KPis a n d KAis . . . . . . . . . . . . . . . . 26

©The British Standards Institution 2022

PAS 1918:2022
Foreword
This PAS was sponsored by the Japan Institute of Plant Maintenance (JIPM). Its
development was facilitated by BSI Standards Limited and it was published under
licence from The British Standards Institution. It came into effect on 31 July 2022.
Acknowledgement is g iven to Satos h i Suzuoki from
J I PM, as the technical a uthor, a n d to the fol lowing
org a n izations that were i nvolved i n developing this
PAS as mem bers of the steering g roup:
• Confederation of Indian Industry (CI I}
• ETI G I DA San. ve Tic. A.�.
• Exagon Experts
• OdeXa
• Owens Corn i n g
• SMMT I n d ustry Forum Lim ited
• Tetra Pak
Acknowledgement is a lso g iven to the mem bers of
a wider review panel who were consu lted i n the
development of this PAS.
The British Sta ndards I nstitution reta i n s owners h i p
a n d copyright o f this PAS. BSI Sta ndards Lim ited as t h e
publ isher o f the PAS reserves t h e r i g h t t o withdraw or
amend this PAS on receipt of a uthoritative advice that
it is a ppropriate to do so. This PAS wi l l be reviewed at
i nterva ls not exceed ing two years.
This PAS is not to be regarded as a British Standard.
It wi l l be withd rawn u pon publ ication of its content in,
or as, a British Sta ndard.
The PAS process enables a guide to be ra pidly developed
in order to fulfi l an immed iate need in industry. A PAS
can be considered for further development as a British
Sta ndard, or constitute part of the UK i n put into the
development of a E u ropean or I nternational Standard .
Relationship with other publications
This publ ication can be withd rawn, revised, parti a l ly
superseded, or rep laced. I nformation regard i n g the
status of this p u b l ication can be fou n d i n the Sta ndards
Cata logue on the BSI website at bsigroup.com/sta ndards,
or by contacting the Customer Services tea m .
ii
Where websites a n d webpages have been cited, they
a re provided for ease of reference and a re correct at
the time of publ ication. The location of a webpage or
website, o r its contents, ca n n ot be g u a ra nteed.
Use of this document
As a g u i d e, this PAS takes the form of g u i d a nce a n d
recom mendations. It s h o u l d not be q uoted as if it were
a specification or a code of practice.
Presentational conventions
The guidance in this PAS is presented in roman
(i.e. upright) type. Any recommendations are expressed in
sentences in which the principal auxiliary verb is "should."
Commentary, explanations, and general informative
material is presented in smaller italic type, and does
not constitute a normative element.
Where words h ave a lternative spe l l i ngs, the preferred
spe l l i n g of the Shorter Oxford Engl ish Dictionary is used
(e.g. "org a n i zation " rather than " orga n isation").
Contractual and legal considerations
This publ ication has been prepa red in good fa ith,
however no representation, warra nty, assura nce or
undertaking (express or i m p l ied) is or wi l l be made, and
no responsi b i l ity or l i a b i l ity is or wi l l be accepted by
BSI i n relation to the adequacy, accuracy, com pleteness
or reasona bleness of this p u b l ication. All and any such
responsibi l ity and l i a b i l ity is expressly d iscl a i med to the
fu l l extent perm itted by the law.
This publ ication is provided as is, and is to be used at
the rec i p i ent's own risk.
The reci p i ent is advised to consider seeking professional
g u i d a nce with respect to its use of this publ ication.
This publ i cation is not i ntended to constitute a contract.
Users a re responsible for its correct appl ication.
Compliance with a Publicly Available Specification
cannot confer immunity from legal obligations.
©The British Standards Institution 2022

Introduction
Tota l prod uctive m a i ntena nce (TPM) is a management
system for equi pment management and prod uctivity
maintena nce primarily in the d i screte pa rts
man ufacturing i n d u stries a n d process i n d u stries,
centred on a utomation l i n es, with the a i m of red ucing
losses to zero.
Japan i ntroduced preventive/prod uctive mai ntenance
(PM) from the U nited States in the 1 950s through the
1 960s. In 1 97 1 , Nippondenso Co., Ltd . (now D E NSO
Corporation), a genera l man ufacturer of a utomotive
pa rts, and J I PM created TPM based on the PM concept.
TPM i nvolves a l l the employees in the efforts to
improve, according to the capa b i l ities of each
employee. After that, TPM is i mproved by developing
the c u lture of persons a n d eq u i pment i n order to
improve the corporate constitution a n d b u i l d a
profita ble corporate org a n ization.
TPM has been adopted a n d popula rized i n various
man ufacturing i n d u stries worldwide. The purpose
of this PAS is to clarify the concept of TPM, help
organizations to implement TPM and provide a
common understa n d i n g of it.
Typical i n d i cators at a man ufacturing site a re Q
(Qual ity), D (Del ivery), C (Cost), S (safety), etc., which
a re del ivered by the fol l owing management systems:
• total q u a l ity control (TQC) - Q;
• lean m a n ufacturing method/j ust-in-t i m e (J IT) - D; a n d
• TPM - C .
©The British Standards Institution 2022
PAS 1918:2022
Wh ereas TQC targets q u a lity (focusing on output and
resu lts), TPM is cha racterized by targeting equi pment
(focusing on i n put and eq u i pment function). The
principle of the lean m a n ufacturing method and JIT is
to e l i m i nate waste ( " M u d a "), wh i l e TPM is to prevent
loss; they are closely related even though they a ppea r
to be different. In practice, preventive mai ntenance
activities ensure stable operation of eq u i pment, leading
to zero loss due to product defects a n d eq u i pment
stoppage. It is i m portant to manage a nd opt i m i ze
safety inventory for del ivery responsibil ities a n d
i nventory for preventive maintena nce ti me, a n d these
methods a re i ntended to be used in a bala nced m a n n er
to ach ieve a h i g h level of success, leading to the
creation of a stronger corporate structure.
This PAS is intended to enable organizations that a re
i ntrod ucing TPM to better understa nd it. It is a lso
i m portant to continue TPM after it is i ntrod uced, a n d
t h i s PAS i s o f u s e to org a n i zations that have a l ready
introduced TPM.
iii
PAS 1918:2022

This page is deliberately left blank.

iv ©The British Standards Institution 2022

 PAS 1918:2022

1 Scope

This PAS g ives g u i d a nce on the concept of TPM a n d

t h e key performance indicators (KPis) t h a t a re relevant
to i m plementing it. Guidance is provided on TPM for
man ufacturing plants and equi pment.

The PAS is relevant to any org a n i zation in the discrete

parts man ufacturing industries a n d process i n d ustries.
It is intended for persons involved in the operation
a n d/or maintena nce of plants and equipment, or
persons working in the man ufactu ring department, the
q u a lity department, the m a i ntenance department, the
production department, the supply chain, etc.
NOTE 1 This PAS sets out the basics of TPM as described
in IATF 16949 for companies seeking IATF (International
Automotive Task Force) certification, and does not
preclude the expansion of the scope of application
or the introduction of new technologies based on
these basics.

This PAS does not cover specific issues with the lean
man ufacturing method a n d JIT or TQC.
NOTE 2 This PAS has adopted gender-neutral language;
specifically, using the term "worker" instead of "man".

©The British Standards Institution 2022 1

PAS 1918:2022

2 Normative references

There are n o normative references i n t h i s document.

2 ©The British Standards Institution 2022


3 Terms a n d defi n itions
For the pu rpose of this PAS the fol lowi ng terms and
definitions a pply.
3.1 total productive maintenance (TPM)
system of m a i nta i n i n g a n d i m proving the i ntegrity
of prod uction and q u a l ity systems through mach i nes,
eq u i pment, processes and employees that add va lue to
the org a n ization
[SOU RCE: IATF 1 6949 : 20 1 6)
3.2 discrete parts manufacturing
systems of functions for producing prod ucts or pa rts
consisting of d iscrete e lements
[SOU RCE: ISOffR 1 03 1 4- 1 : 1 990, 2.2.2)
3.3 loading time
time the process is ava i l a ble to run after plan ned
stoppages for plan ned m a i ntenance or team
meetings, etc.
3.4 operating time
tota l time the process is actua l ly operated
3. 5 overall equipment effectiveness (OE E)
ratio of the operati n g time for a d d i n g va l u e to the
loa d i n g time of the eq u i pment
NOTE This is an indicator for evaluating and analysing
the total amount of time loss of equipment.
3.6 mean time between failures (MTB F)
average operati n g time between fa i l u res
NOTE MTBF is an indicator that expresses the ability to
maintain equipment. as well as to identify failure losses.
See 5.2.2.8 for the calculation of MTBF.
3.7 mean time to repair (MTTR)
average repair time
NOTE MTTR is an indicator that expresses the ability to
maintain equipment, as well as to identify failure losses.
See 5.2.2.9 for the calculation of MTTR.
©The British Standards Institution 2022
PAS 1918:2022
3.8 Pillars of TPM
3.8.1 pillar
management structure to effectively achieve the target
objectives of the company by b u i l d i n g teams across
occu pational and professional bounda ries
3.8. 1 .1 focused improvement(FI)
p i l l a r of TPM that defi n es, systematica l l y mon itors
a n d controls a l l losses, which i nvolves selecting a n
i m provement theme and facil itating a n improvement
team to make i m p rovements
3.8.1 .2 autonomous maintenance(AM)
p i l l a r of TPM in wh ich workers in the man ufacturing
department are enabled to develop knowledge
and skills (q u a l ifications as necessary) to restore a n d
i m prove their equ i pment a n d a utonomously i m plement
mai ntenance activities, such as cleani ng, i nspection
and l u b ricating, a n d a lso manage the production shop
a utonomously or create a self-ma naged team
3.8.1.3 planned maintenance(PM)
p i l l a r of TPM that i nvolves i m provi ng the rel i a b i l ity a n d
m a i nta i n a b i l ity o f equ i pment
3.8.1 .4 quality maintenance(QM)
p i l l a r of TPM that i nvolves m a i nta i n ing the operating
cond itions of the eq u i pment so that it cont i n u es to
prod uce non-defective prod ucts
3.9 PQCDSME classification
categories of i n d i cators for eva l uating the effectiveness
of TPM activities: productivity (P), q ua l ity (Q), cost (C),
del ivery (D), safety (S), mora le (M) a n d envi ron m ent (E)
3.10 4M
method of cl assifying the va rious con d itions of
prod uction i nto the m a i n elements of " Materi a l ",
" M ac h i nes", " Method " and "Worker" ( " M a n " )
3.11 non-defective product
prod uct that satisfies the q ua l ity sta ndards specified for
each product or process
3
PAS 1918:2022

3.12 standard cycle time 3.1 7 downtime

cycle time defi n ed as a standard for prod uction by
taking the capacity of prod uction resou rces, production
plan and work performance into account
3.13 tag
visual tool used to identify an equipment a bnorm a l ity
a n d the type of a bnorma lity
NOTE The reverse side of a tag can contain requests
for action and an action plan. The tag is only removed
when a defect is resolved.
3.14 maintenance prevention (MP)
process of preventing fai l u res in the p l a n n i n g a n d
construction o f n e w eq u i pment b y designing this
with a high degree of rel ia b i l ity, maintainabi lity and
safety, etc., taking m a i ntenance i nformation a n d new
tech nologies into account
fai l u re loss, set-up a n d adjustment loss, cutting blade/
tool change losses a n d start-up loss associated with
machine stoppage that can be determined using the
cha racteristics of each p l a nt
3.18 deterioration
degradation over time of strength or performa nce
of equipment and l u b rica nts used in equipment,
etc., due to stress caused by operation or use, or i n
prod uction systems, red uction in prod uctivity due to
degradation of equipment performance or loosening
of management
NOTE Natural deterioration progresses over time under
the specified use or operating conditions, whereas
deterioration that progresses due to unspecified
use or poor operating conditions is called forced
deterioration.

3.1 5 one-point lessons (OPL)

concise, sing l e sheet that uses pictures, figures or
photog raphs to summarize i m portant information,
such as basic knowledge of equipment functions,
how to deal with common issues or com m u nicati n g
i m p rovements m a d e to equi pment
NOTE An OPL is used for prompt communication on a
single topic through relay training.

3.1 6 quality maintenance (QM) matrix

table of eq u i pment, methods a n d operating cond itions
relating to q u a lity characteristics a n d inspection items
for m a i nta i n i n g qua l ity

4 ©The British Standards Institution 2022

 PAS 1918:2022

4 TPM

4.1 Concept Focused i m provement (a), a utonomous mai ntenance

(b), plan ned mai ntenance (c) a n d q u a l ity mai ntenance
TPM is a management system that a i m s to reduce
(d) a re the p i l l a rs d i rectly related to red ucing loss and
losses to zero in prod uction systems, especia l ly in
i m provi ng OEE i n production activities, a n d should be
man ufacturing plants and equi pment. TPM prevents
carried out.
fa i l u re, product defects, work wastage and other
losses by conti n uously m a i ntai n i n g a n d i m provi ng E d ucation and tra i n i n g (e) and safety, hea lth a n d
man ufacturing plants a n d equi pment. environment (f) a re necessary cond itions i n order t o
carry o u t T P M .
As an activity, ( 1 ) a l l sta kehol ders i nvolved i n
production at t h e man ufacturing plant b u i l d p i l l a rs, The i m plementation o f early management (g) and
a n d (2) operational teams carry out d a i ly activities for i m provement of the a d m i n istrative a n d i n d i rect
reducing losses to zero. departments (h) may be added to or mod ified
accord i n g to the org a n ization's plant situation.
Fi rst, a defi n ition of losses (see 4.3) is ag reed u pon,
Furthermore, other p i l l a rs can be added accord i n g to
and KPis and KAis (Cla use 5) a re establ ished a n d
the situation at each plant.
documented t o cla rify t h e losses and understa nd the
results and prog ress of the activities. A d escription of each p i l l a r is provided i n Cla use 6 to
Cla use 1 3.
After the losses have been cla rified, a l l sta keholders
i nvolved in production i m plement i m provement
activities to reduce losses through p i l l a r activities (see
Cla use 6 to C l a use 1 3), with the a i m of red ucing losses
to zero.

4.2 The eight pil lars summary of TPM

To achieve the objectives of TPM effectively a n d
efficiently, task teams a re bu i lt over occu pational fields
to promote TPM activities; these a re called the p i l l ars.
The fol lowi ng a re the eight p i l la rs (see a lso Figure 1 )
d iscussed i n this PAS :
a ) focused i m provement (FI);
b) autonomous mai ntenance (AM);
c) plan ned mai ntena nce (PM);
d) qua l ity mai ntena nce (QM);
e) education and tra i n i n g to develop ski l l a n d
knowledge (ET);
f) safety, hea lth and environment (SH E);
g) early management (E M); a n d
h) i m provement o f t h e a d m i n i strative and i n d irect
departments (IAI).

©The British Standards Institution 2022 5

PAS 1918:2022

Figure 1- Eight pillars of TPM

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I I
Essential pillars directly Essential pillars for TPM
involved in production implementation
activities

4.3 Losses 4.3.2.2 Equipment/machinery failure losses

4.3.1 General
TPM defi nes loss as the d ifference between the ideal
operating condition of equipment and the cu rrent
operating condition and the ideal process a n d the
cu rrent process. To mini mize losses, it is im portant to
recog n ize a n d q u a ntify them clea rly. Exa m ples of basic
loss types for two types of prod uction - discrete pa rts
man ufacturing a n d process i n d ustries - a re g iven i n
4.3.2 a n d 4.3.3.
4.3.2 Sixteen major loss types in discrete parts
manufacturing
4.3.2.1 General
In a discrete pa rts man ufacturing plant, as typified by
the a utomotive a n d a utomotive pa rts i n d u stries, there
a re sixteen major loss types. These a re explained i n
4.3.2.2 t o 4.3.2.1 7 a n d shown in F i g u re 2 .
Equipment/machinery fa i l u re losses occur due to
production stoppages caused by breakdowns of
production equi pment a n d prod uction mach i nery as
wel l as utility eq u ipment, e.g. the time that is lost due
to sudden or chronic equipment fai l u re.
4.3.2.3 Set-up and adjustment losses
Set-up a n d adjustment losses a re those caused by
stoppage time when the production equipment or
line is stopped when changing to a new variant or
d ifferent prod uct. Stoppage time is the time between
the completion of the previous prod uct's prod uction
and when non-defective production of the next
prod uct ca n begin.

6 ©The British Standards Institution 2022

@ Figure 2- Loss structure in production activities (sixteen major losses)
-1
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a. - Worker-hours - Elapsed time

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worker-hours
! 9. Management losses !
.....................................
losses (4.3.2.2)
! (4.3.2.10)
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·::::::::::::::::::::::::::::::::::: :� ::���:
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osses
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Line .. ... .. ... .. .. . . .. ...... ..

Net
/r--- Performance ri·c:��;��:bi�·d·�;:r��i
operating
. .. .. . . . .. .. . . ... losses :
.. . .. .. ... .. . .. .. ...
time change losses
11. Line balancing ! (4.3.2.4)

..................................... � ,. . . .. . . . . . .
� ....................................
losses (4.3.2.12) Defects in Valued Valued Defects

I
.. ... .. .. .. .. ... .. ...... ..

worker-hour worker- operating quality ! 4. Start-up losses

.. . ............... ........ .. .......
.... ............... .....................
. .. . . losses hours time losses (4.3.25)
!: 12. Automation :! ..................... ................
substitution ! 5. Minor stoppage/ !
............. .............................
losses (4.3.2.13) 1----i' Idling losses
:

. ............... .......... .......

.. . .
:.... .....................
(4.3.2.6)
. ... ....;
. . .. ........
...... .. ...... .. ... .. ...... ..
.

13. Measurement and i 6. Speed losses !

adjustment losses :,_
....................................
____J (4.3.2.7)

.........��:.�:.�.·.�.:.�..........1 . .. ... .. .. .. .. .. ......... ...

. . . . .. . . . .

7. Defect/Rework

14. Yield losses

(4.3.2.15)
. .....losses
... . .......... .......... ......
(4.3.2.8)

15. Energy losses

(4.3.2.16)

16. Die, tool & jig losses

(4.3.2.17) �
V\
...a.
1.0
...a.
00
Efficiency of material, die, jig, tool, and energy requirement per product unit - l Three major losses obstructing efficiency of material, die, jig, tool and energy requirement per product unit N
······ 0
N
-...J N
PAS 1918:2022
4.3.2.4 Cutting blade/tool change losses
Cutting blade/tool change losses occur d u e to period ic
repl acement of b lades or repl acement due to sudden
brea kage. These include prod uct d efects before and
after replacement a n d the time when non-defective
prod uction is ready to beg i n .
4.3.2.5 Start-up losses
Start-up losses are i n cu rred during the start-u p or
warm-up process u ntil q u a l ity is stable and non-defective
prod ucts can be produced . They occur when the
e q u i pment is restarted after having been shut down
for a certain period. Exa m ples include start-u p after a n
outage for routine mai ntenance, start-up after a long
period of outag e d u e to prod uction adjustments,
start-up after an outag e due to a hol iday, a n d start-u p
after a break for l u n c h .
4.3.2.6 Minor stoppage/idling losses
M i nor stoppage/i d l i n g losses are caused by eq u i pment
stoppage due to temporary a bnorma l ity or i d l i n g
rather t h a n eq u i pment fa i l u re; for exa m ple, i f a
workpiece jams on the ch ute a n d sputters or if a sensor
activates and tempora rily stops the mach i n e due to a
q u a l ity fa i l u re. These losses are d ifferent in character
from e q u i pment fa i l u res, as the machine continues to
operate norm a l ly provided the workpiece is removed
a n d reset.
4.3.2.7 Speed losses
Speed losses occur where the actual prod uction rate
of the equi pment is slower than the predeterm i ned
prod uction rate.
NOTE The predetermined production rate is the
production rate based on equipment's maximum
capability at the time of equipment design or achieved
subsequent production activities.
4.3.2.8 Defect/rework losses
Defect/rework losses a re losses, such as time spent i n
t h e prod uction o f defective prod ucts, caused b y the
equi pment, as well as the time spent i n repa iring the
defective prod ucts to m a ke them good.
4.3.2.9 Shutdown(SO) losses
Sh utdown losses a re those caused by stopping
e q u i pment to perform p l a nned mai ntenance or due
to l ack of demand (curta i l ment). S D losses m i g ht be
u navoidable for q u a l ity, safety a n d rel i a b i l ity reasons,
a lthough the l ength of time can be reduced depending
on the eq u i pment.
8 ©The British Standards Institution 2022
4.3.2.1 0 Management losses
M anagem ent losses occur in the management of the
prod uction process, i n which a worker suspends work
due to waiting for materials, wa iting for i nstructions,
wa iting for breakdown repairs, etc.
4.3.2.1 1 Motion losses
Motion losses are caused by poor l ayout of eq u i pment,
parts and materials req u i ri n g excessive wa l king,
carrying, stretching, etc., by workers a n d d ifferences
between the ski l l req u i red of the worker a n d the actual
skill of the worker.
4.3.2.1 2 Line balancing losses
Line ba lancing losses are caused by an i m b a l a nce i n
working l oad, e . g . wa iting t i m e b y m u lti-process a n d
m u lti-equi pment workers on a production l in e or i d l e
time b y i na dequate l i n e bala nce on t h e assembly l i n e .
4.3.2.1 3 Automation substitution losses
Automation su bstitution loss is a h u m a n loss caused by
not automating. The advantages of a utomation include
savi ng of l a bour, sta b i l ity of q u a l ity and i mprovement
of prod uction speed.
4.3.2.1 4 Measuring and adjustment losses
Measu ring and adjustment losses a re caused by
freq uent m easurement a n d adj ustment by a worker to
prevent q u a l ity defects and spi l l age.
4.3.2.1 5 Yield losses
Yield loss is qua ntity loss due to the d ifference between
the weight of the materia l a n d the weight of the
product o r the d ifference between the total wei g ht of
materia l i n put a n d the weight of the product.
4.3.2.1 6 Energy losses
E n ergy loss refers to energy that is not used i n
processing with respect t o i n put energy, a n d incl udes
electricity, fuel, steam, a i r a n d water ( i ncl u d i n g
wastewater treatment).
4.3.2.1 7 Die, jig and tool losses
Die, j i g a n d tool losses occur d u ri n g the prod uction
and repa i r of moulds, jigs a n d tools needed to
make prod ucts.
4.3.3 Eight major loss types in process
industries
4.3.3.1 General
In a process man ufacturing pla nt, as typified by the
petrochem ica l a n d food i n d u stries, there a re e i g ht
major losses as set out in 4.3.3.2 to 4.3.3.9 a n d shown
in Fig ure 3.
 PAS 1918:2022

Figure 3- Loss structure in plant activities (eight major losses)

c
0
· - 1. Shutdown losses (4.3.3.2)
v; "'
Q)
Working time c "'
Q) "' 1---
0.0
<ll-
;::l
Vl
- 2. Production adjustment losses (4.3.3.3)

Q)
s "' 3. Equipment failure losses (4.3.3.4)
·p Q)
Operating time c "'
"'
�0
o-
0 4. Process failure losses (4.3.3.5)

Q)
u
c
"'
5. Normal production losses (4.3.3.6)
Net operating C1l
s
Q)
"'
..... "'
time <2.3
.....
Q) 6. Abnormal production losses (4.3.3.7)
0..

Value ...., "'

7. Quality defect losses (4.3.3.8)
u Q)

operating �"'
Q) "'
o.S
time 8. Reprocessing losses (4.3.3.9)

4.3.3.2 Shutdown losses 4.3.3.6 Normal production losses

Sh utdown losses a re those caused by stopping
eq u i pment to perform p l a n ned mai ntenance or due
to lack of demand (curta i l m e nt). SD losses might be
u navoidable for q u a l ity, safety a n d relia b i lity reasons,
although the length of time can be reduced depending
on the eq u i pment.
4.3.3.3 Production adjustment losses
Prod uction adj u stment losses a re caused by suspending
plant operation as a result of adj u stments i n the
production plan due to supply a n d demand. An
exa mple is suspending prod uction to adjust for seasona l
products and to adjust inventory.
4.3.3.4 Equipment/machinery failure losses
E q u i pment/machinery fai l u re losses a re due to
production stoppages caused by breakdowns of
production eq u i pment, prod uction machinery a n d
utility equipment, such as stoppage time resu lting from
sudden or chronic e q u i pment fa i l ure.
4.3.3.5 Process failure losses
Process fa i l u re losses a re caused by plant stoppage d u e
t o changes in the chemical or physical properties o f t h e
materia ls hand led in t h e process, or due to operational
errors. Examples a re leaks, spil ls, cl ogs, corrosion,
erosion, d ust d i spersion and operational errors.
Normal production losses occur due to plant starts,
shutdowns a n d product switc h i n g . The sta ndard
prod uction rate ca nnot be m a i ntained d u ring plant
start-up, sh utdown and prod uct switc h i n g . The reduced
prod uction is considered a loss.
4.3.3.7 Abnormal production losses
Abnormal production losses occur when the prod uction
rate is intentio n a l l y reduced due to a p l a nt fa i l u re or
abnorm a l ity. This is the case when the plant is operated
at l ow load, low speed, or at less than the sta ndard
prod uction rate, but does not reach fa i l u re stoppage.
4.3.3.8 Quality defect losses
Qua lity d efect losses a rise from the t i m e spent
producing defective products and the loss caused by
the disposal of defective products.
4.3.3.9 Reprocessing losses
Reprocessing losses occur when defective prod ucts a re
ret u rned to the previous process a n d reworked to make
non-defective prod ucts.

©The British Standards Institution 2022 9

PAS 1918:2022
5 Key performa nce i nd icators (KPis) a n d key activity
i nd i cators (KAis)
5.1 Setting and using KPis and KAis
In TPM activities, KPis a n d KAis should be esta bl ished
and documented to cla rify losses and to u n derstand
the results a nd progress of activities. This ena bles
com parison not only of KPI trends over ti me, but a lso
with s i m i l ar plants.
KPis represent the results of reduced losses resu lting
from TPM activities, whereas KAis represent the actual
status of TPM activities.
KPis should be set in terms of PQCDSME classification.
This a l lows for wide-ra n g i n g loss recog n ition a n d
red uctio n .
K P i s s h o u l d be a l igned w i t h business g o a l s [key
management i n d icators (KM I)) and set accord ing to the
objectives of TPM activities, prod uction methods and
prod uction items.
Subcla use 5.2 describes the typica l KPis used in TPM a n d
t h e a reas o f PQCDS M E classification i n w h i c h they c a n
be used.
5.2 KPis
5.2.1 General
The KPis used in TPM a re described for each PQCDS M E
classificatio n . KPis m a y b e used i n more than o n e area.
Other KPis, with clearer d efinitions, can be esta bl ished
to s u it the actua l situation.
5.2.2 Production
5.2.2.1 Overall equipment effectiveness (OEE)(%)
O E E is the ratio of the operating time for a d d i n g va lue
to the loading time of the equi pment. That is, it is a n
i n d icator for eva luating a n d a n a lysi ng t h e total a mount
of e q u i pment time loss.
O E E is calcu lated usi ng the fo l lowi ng formu l a .
OEE = Availabilityx Performance ratex
Non-defective products rate
= Standard cycle timex Number of non-defective
products / Loading timex 1 00
10
The process i n dustry has d i fferent defin itions of
ava i l a b i l ity, performance rate and non-defective
products rate, so the second formu l a can vary for process
pla nts to obtai n overa l l plant effectiveness (OPE).
5.2.2.2 Availability(%)
Ava i l a b i l ity is the ratio of loading time to the operating
time, excl u d i n g equi pment downtime (breakdowns,
set-ups, a dj ustments, etc.).
Ava i l a b i l ity is an i n dicator for eva l uati ng a n d
a n a lysi n g the level o f downtime caused b y fa i l ures,
set-ups a n d adjustments. It is ca lculated using the
fol lowi n g form u l a .
(Loading time- Downtime) I Loading timex 1 00
5.2.2.3 Performance rate(%)
The performance rate is an ind icator used to calcu late
speed loss that does not a ppea r in ava i la b i l ity. It
cla rifies the level of speed loss and m i nor stoppage a nd
is ca lculated using the fol lowi ng for m u l a .
(Outputx Standard cycle time) I Operating time
5.2.2.4 Non-defective products rate (%)
The non-defective products rate is the ratio of the
n u m ber of first pass non-defective products to the
i n put parts. It is a n i n d icator of the level of q u a l ity loss
and is ca lculated using the fol lowing form u l a .
(No. o f input parts - No. o f defective parts) I
No. of input parts
5.2.2.5 Number of failures(actual quantities)
The n um ber of fa i l u res is the actual q u a ntity of
fa i l ures per month. It is an i n d icator of the eq u i pment/
machi nery fa i l ure losses (see 4.3.2.2).
5.2.2.6 Failure downtime(hours/defined period)
The fa i l u re downtime is the total time recorded for
fa i l u re downti me per month or relevant period a n d is a
measure of m a n ifesting fa i l ure loss (see 4.3.2.2).
©The British Standards Institution 2022

5.2.2.7 Failure duration rate(%)
The fa i l ure d u ration rate is an i n d icator to eva l uate
a n d a n a lyse the level of downti me due to equi pment
fa i l u re per loa d i ng time. It is ca lcu l ated using the
fol lowi ng form u l a .
(Total failure downtime I Total loading time) x 1 00
5.2.2.8 MTBF(hours)
MTBF is the average operati n g time between fa i l u res.
It is an i n d icator of equi pment m a i ntena nce ca pabil ity,
specifica lly the frequency of fa i l u re losses. It is
ca lculated using the fol lowi ng form u l a .
Total operating time I Total number o f failures
5.2.2.9 MT T R(hours)
MTTR is the average repa ir time a n d is an i n d icator
of eq u i pment m a i ntenance capa b i l ity, specifica l l y the
average d u ration of fa i l u re losses. It is calculated using
the fol lowi ng form u l a .
Total repair time I Number o f repairs
5.2.2.10 Number of minor stoppages(actual values)
The n u m ber of m i n o r stoppages is the actua l q u a ntity
of m i n o r stoppages d u ri n g a specified period. It is a n
ind icator o f t h e effect of a utonomous mai ntenance a n d
ma kes m i n o r stoppages evident.
5.2.3 Quality
5.2.3.1 Number of in-process defects(actual values)
The n u m ber of i n-process d efects is the actual q uantity
d u ri n g a defi n ed period . It is an i n d icator of q u a l ity
loss.
5.2.3.2 In-process defect rate(%)
The i n-process defect rate is the ratio between the
n u m ber of in-process d efects and the q uantity of
production per defined period. It is ca lculated using the
fol lowi ng form u l a .
In-process defects I Quantity o f production x 1 00
The n u m ber of i n-process d efects i ncludes a l l rejected,
defective a n d reworked products.
5.2.3.3 Number of complaints/customer returns
(actual quantities)
The n u m ber of com p l a i nts/customer returns is the
actual q u a ntity processed as a com plai nt/return d u ri n g
a defi n ed period.
A com plai nt/customer return is a proced u re for
retu rning, excha n g i n g or reworking a product that
was i n it i a l l y del ivered to the customer fol l owi ng
a n abnorm a l ity.
©The British Standards Institution 2022
PAS 1918:2022
This is an i n d icator of whether the customer's req u i red
specifications a re satisfied or not.
5.2.3.4 Yield rate(%)
The yield rate is the ratio between the actua l
prod uction output produced from the i n put raw
materia l s and the production output from a q u a ntity of
i n put raw materials. It is an i n d icator of the yield loss
a n d is calcu lated using the fol lowi ng form u l a .
Quantity of product actually produced from batch of
raw materials I Quantity of product from batch of
raw materials x 1 00
5.2.3.5 First pass quality rate(%)
The fi rst pass q u a l ity rate is the ratio between the
q u a ntity of non-defective product produced that can
be sent to the next process as non-defective prod uct
without rework a n d the prod uction q u a ntity. It is
ca lcu l ated using the fol lowi n g form u l a .
Quantity of non-defective product I Production
quantity x 1 00
5.2.3.6 Initial-flow period(days or months)
The i n itial-flow period is the period from the start
of the i n itial flow control to the end of the i n itial
flow contro l .
5.2.3.7 Number o f initial complaints(actual quantities)
The n u mber of i n itial com p l a i nts is the n u m ber of
com pl a i nts/customer returns in the i n itial phase of new
prod uct sa les.
The defi n ition of the i n itial phase can vary from one
org a n i zation to another.
5.2.3.8 Number of initial problems(actual quantities)
The n u mber of i n iti a l problems is the n u m ber of
problems i n the i n itial phase of mass prod uction.
5.2.3.9 Number of initial defects(actual quantities)
The n u mber of i n itial defects is the n u m ber of defects
at the i n itial phase of mass production.
5.2.4 Cost
5.2.4.1 Maintenance expenses rate(%)
The mai ntenance expenses rate is an ind icator that
eva l u ates and a n a lyses m a i ntena nce i nvestment from
a m acro perspective. It is calculated using the
fol l owing form u l a .
Maintenance expenses I Plant equipment asset
value x 1 00
11
PAS 1918:2022
5.2.4.2 Loss reduction value(monetary value/
defined period)
Loss reduction va l u e is an i n d icator of the results of loss
red uction activities in monetary terms.
5.2.4.3 Value of improvement proposals(monetary
value/defined period)
Va l ue of i mprovement proposa ls is the result of loss
red uction activities in monetary terms.
5.2.4.4 Development time(days or months)
Development time is the period req u i red to develop
new eq u i pment.
5.2.5 Delivery
5.2.5.1 On-time in full(OTIF)(%)
OTIF is the ratio of comp l i a nce with the d e l ivery date
and q u a ntity fixed in the order during a defi ned period.
It is calculated using the fol lowi ng form u l a .
Number o f complete orders delivered o n time I
Number of orders
5.2.5.2 On-time delivery rate(%)
The on-time del ivery rate is the ratio of whether the
plan ned del ivery date is satisfied . It is calcu l ated using
the fol lowi ng form u l a .
Quantity o f products delivered o n time I
Quantity of products requested
5.2.5.3 Lead time(days, hours, etc.)
The lead time is the n u m ber of days, hours, etc.,
req u i red from order to del ivery. H owever, it can a lso
refer to the n u m ber of days from the time an order
becomes ava i l a ble for prod uction in a factory until it
is shipped from the factory, or the time it takes for
materials to a rrive a n d be completely processed.
It is calculated using the fol lowi ng form u l a .
Delivery date(or time)- Order date(or time)
5.2.5.4 Inventory days(days)
I nventory d ays is an i n d icator of the n u mber of days
for which prod uction can continue with the cu rrent
i nventory. It is calculated using the fol lowing form u l a .
Monetary value o f inventory I Monetary value of
inventory used per day
5.2.5.5 Number of days in process(days)
The n u m ber of days in process is an i n d icator of the
level of prod uct i n process stagnating i n the factory. It
is calculated using the following form u l a .
12
Inventory amount of cost of product in process I
Monetary value of inventory usage per day
or
Quantity of product in process I Usage quantity
per day
5.2.6 Safety and health
5.2.6.1 Number of accidents(actual quantities)
The n u m ber of accidents is sim p ly the tota l n u m ber of
accidents per month.
5.2.6.2 Accident frequency rate(actual quantities/
1 06 hours)
The accident frequency rate is an i n d icator of the
frequency of accident occurrence, specifica l l y the
n u mber of cases per one m i l l ion work hours. It is
calcu l ated using the fol lowi ng form u l a .
Number o f accidents resulting i n workdays lost I
Work hours x 1 06
5.2.6.3 Accident duration rate (days/hours)
The accident d u ration rate is an i n d icator of the degree
of accidents; a ratio of workdays lost to a tota l of 1 000
work hou rs. It is calcu lated using the fol lowi ng form u l a .
Number o f labour loss days I Total work hours x 1 000
5.2.6.4 Work hours without an accident(hours)
Work hours without an accident is the total n u m ber of
hours conti nuously worked without accidents resu lting
i n loss of workdays.
5.2.6.5 Number of industrial accidents
(actual quantities/month or term)
The n u m ber of i n d ustrial accidents is the total n u m ber
of accidents, reg a rdless of how many workdays were
lost. It is calcu l ated using the fol l owi ng form u l a .
Number o f accidents resulting i n workdays lost+
Accidents without workdays lost per month or term
5.2.7 Education and morale
5.2.7.1 TPM participation ratio(%)
The TPM partici pant ratio is the percentage of a l l
employees who participated i n TPM activities a n d i s
ca lcu l ated using t h e fol lowi ng form u l a .
Number o f participants i n TPM activities I
Number of employees x 1 00
5.2.7.2 Employee satisfaction
E m p l oyee satisfaction is an i ndex of trends obta i ned
from periodic q uestio n n a i res on employee worka b i l ity,
safety, tra i n ing effectiveness, etc.
©The British Standards Institution 2022

5.2.8 Environment
5.2.8.1 Energy(volume/defined period)
Energy is the total amount of energy used by a plant,
compa ny, etc., d u r i ng a defined period.
5.2.8.2 Resource (volume/defined period)
Resource is the tota l a mount of resource used by a
pla nt, compa ny, etc., d u ri n g a defi ned period .
5.2.8.3 Industrial waste (monetary value or volume)
Industrial waste is the monetary equ ivalent or vol u m e
treated as i n d ustrial waste.
5.2.8.4 Number of environmental accidents and amount
of pollution(actual quantities/period)
The n u m ber of environment accidents a n d amount of
pol l ution is the n u m ber of environmental accidents and
amount of pol l ution generated per defined period.
5.3 KAis
5.3.1 General
The KAis used in TPM a re described in subcla uses 5.3.2
to 5.3.9 for each pil l a r. KAis may be used in more than
one a rea. Other KAis can be defined a n d esta bl ished to
suit the actual situation.
5.3.2 Focused improvement
5.3.2.1 Number of focused improvements
(actual quantities)
The n u m ber of focused i m p rovements is the n u m ber
of focused i m p rovements implemented d u ri n g a
defined period.
5.3.2.2 Number of improvement suggestions
(actual quantities)
The n u m ber of im provement suggestions is the n u mber
of improvement suggestions from employees d u ri n g a
defined period.
5.3.3 Autonomous maintenance
5.3.3.1 Autonomous maintenance activities time
(worker-hours)
Autonomous mai ntenance activities time is the total
time spent on a utonomous mai ntenance activities.
©The British Standards Institution 2022
PAS 1918:2022
5.3.3.2 Autonomous maintenance rate (%)
The a utonomous maintena nce rate is the ratio of
works, such as breakdown recovery, inspection a n d
restoration, performed in a utonomous maintenance.
The defi nition of the work can vary from one
org a n i zation to another. It is calcu lated using the
fol lowing form u l a .
Autonomous maintenance hours I
Total maintenance hours
5.3.3.3 Number of abnormalities found and
restorations(actual quantities)
The n u mber of abnorma lities fou n d a n d restorations
is the n u m ber of restorations after identifying
a bnorma l ities by attaching tags.
5.3.4 Planned maintenance
5.3.4.1 T otal maintenance time(worker-hours)
Total maintena nce time is the total n u m ber of
mai ntenance worker-hou rs, that is the total hours
worked by mai ntenance workers.
5.3.4.2 Planned maintenance time (worker-hours)
Plan ned ma intena nce time is the n u m ber of
mai ntenance worker-hours req u i red for preventive
mai ntenance and corrective mai ntenance.
5.3.4.3 Preventive maintenance time(worker-hours)
Preventive mai ntenance time is the n u m ber of
mai ntenance worker-hours req u i red for preventive
mai ntenance.
5.3.4.4 Preventive maintenance rate (%)
The preventive mai ntenance rate is the ratio of time
spent on preventive maintena nce during mai ntena nce
work. It is calcu lated using the fol l owi ng form u l a .
Preventive maintenance time I Actual maintenance
timex 1 00
The defi nition of the denom i nator can vary from one
org a n i zation to another.
5.3.4.5 Corrective maintenance time (worker-hours)
Corrective maintena nce time is the n u m ber of
mai ntenance worker-hours req u i red for corrective
mai ntenance.
13
PAS 1918:2022

5.3.4.6 In-house maintenance rate(%) 5.3.7.2 Number of indications by safety patrols

The i n-house mai ntenance rate is the labour cost
of m a i ntena n ce personnel in the m a i ntenance cost
( i ncl u d i n g contracted for m a i ntena n ce expenses). It is
calculated using the fol l owing form u l a .
Maintenance labour cost I Maintenance cost
where M a i ntenance costs= Ma intena nce l a bour
costs+ M a i ntenance expenses (includ i n g contracted
expenses)
(actual quantities)
The n u m ber of i n d i cations by safety patrols is the
n u mber of problems fou n d d u ri n g safety patrols.
5.3.8 Early management
x 1 00
5.3.8.1 Number of developments(actual quantities)
The n u m ber of developments is the n u m ber of newly
developed items of eq u i pment.

5.3.4.7 Spare-parts storage value (monetary value)
The spare-parts storage va lue is the monetary va l u e of
spare pa rts stored.
5.3.5 Quality maintenance
5.3.5.1 Quality defects reduced to zero
(actual quantities)
The n u m ber of q u a l ity d efects reduced to zero is the
n u m ber of specific q u a l ity defects that a re e l i m i nated
d u ri n g a defi n ed period.
5.3.6 Education and training to develop skill and
knowledge
5.3.8.2 Number of patent applications
(actual quantities)
The n u m ber of patent appl ications is the n u mber of
patent a p p l ications filed.
5.3.8.3 Maintenance prevention(MP) information
(actual quantities)
M P i nformation is the tota l amount of M P i nformation
util ized and the amount of M P i nformation col l ected.
5.3.9 Improvement of the administrative and indirect
departments: Worker-hour reduction(hours)
Worker-hour reduction is the n u m ber of worker-hours
reduced by an improvement.

5.3.6.1 Number of participants in in-house training

(number of persons)
The n u m ber of partici pa nts in i n-house tra i n i n g is
the total n u m ber of persons who have received
in-house tra i n i n g .

5.3.6.2 Number o f participants i n external training

(number of persons)
The n u m ber of partici pa nts in external tra i n i ng is
the total n u m ber of persons who have received
external tra i n i n g .

5.3.6.3 Number o f one-point lessons training

(actual quantities)
The n u m ber of one-point lessons tra i n i n g is the
q u a ntity of tra i n i n g using one-point lesson tra i n i n g .

5.3.6.4 Number o f one-point lessons created

(actual quantities)
The n u m ber of one-point lessons created is the n u m ber
of one-point lesson docu ments created.

5.3.7 Safety, health and environment

5.3.7.1 Number of near misses(actual quantities)

The n u m ber of near misses is the n u m ber of near-miss
experiences recorded by employees in their memos
a n d is an i n d icator of cou ntermeasure activities for
potential non-safety factors.

14 ©The British Standards Institution 2022

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6 Focused i m provement

6.1 General 6.2.3 Step 2: Organize project team(s)

I n t h is step the project is assigned to a cross-functional
The a i m of focused improvement of TPM is to e l i m i nate
tea m .
losses and i ncrease the effectiveness of the pla nt, sel ect
improvement themes and enable i m p rovement tea ms. 6.2.4 Step 3: Clarify current losses
In t h is step the team clarify loss data for the model l i n e,
I n focused i mprovement activities, losses that i n h i bit
process or eq u i pment.
productivity and cost reduction a re identified a n d
a n a lysed for causes b y t h e i m p rovement tea m . A s t h e 6.2.5 Step 4: Set improvement theme and goal
com pany develops its TPM activities it can util ize a cost
Based on the loss a n a lysis, an i m provement theme a n d
deployment system to relate losses to cost.
target a r e set b y the tea m .

To add ress these factors, the activities identify better
conditions a n d i m plement improvement by el i m i nating
losses through the mai ntenance of basic cond itions,
com p l i a nce with operating cond itions, and restoration
of eq u i pment that has deteriorated.
The sta ndards a re revised to m a i nta i n the ideal
conditions of the eq u i pment and processes esta bl ished
by these activities.
6.2 Introduction method
6.2.6 Step 5: Map out improvement plan
A p l a n is prepared for problem a n a lysis a n d
i m p l ementation o f cou ntermeasures.
6.2.7 Step 6: Implement analysis and plan
countermeasures
Va rious analysis tec h n i q ues a re used to u n derstand the
situation and develop a n i mprovement p l a n .
6.2.8 Step 7: Implement improvement
Cou ntermeasu res a re i m plemented.

6.2.1 General 6.2.9 Step 8: Confirm effects

A person or a team is assigned to the i mprovement E ffects on losses a re confirmed for each improvement
theme of the plant, with responsi b i l ity for activity.
i m plementing the i m provements.
6.2.1 0 Step 9: Measures to prevent recurrence
The activities a re i m plemented in the ten steps set out Standa rds a re revised to reflect the i m p rovement
in 6.2.2 to 6.2.1 1 . At the end of each step, the results activity and tra i n i n g g iven as necessary.
a re a u d ited by management and relevant persons
6.2.1 1 Step 1 0: Horizontal replication
before the next step beg i ns. Relevant persons a re those
with knowledge related to the result selected from the I m provements a re rep l i cated on s i m i l a r l i n es,
compa ny. processes and equi pment a n d the next model
e q u i pment is selected.
6.2.2 Step 1: Select model equipment
In this step, a l i ne, process or equi pment is selected as a
model using one of the fol lowi ng th ree perspectives:
1) those with l a rg e losses;
2) those with a l arge effect on horizontal repl ication;
and
3) those that a re targeted by the AM p i l l a r.

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PAS 1918:2022
7 Autonomous m a i ntenance
7.1 General
The a i m of a utonomous m a i ntena nce is to reduce
losses in production, which req u ires that workers in the
m a n ufactu ring department m a i nta i n the e q u i pment
they use a nd that they clean, i nspect, l ubricate a nd find
abnorm a l ities, replace parts a n d repa i r the eq u i pment
they hand le.
I n a utonomous m a i ntena nce activities, a worker or
work group is assigned to each piece of equi pment or
l i ne to perform m a i ntena nce activities such as cleani ng,
i nspecting, a n d l u bricat i n g a n d ret i g hte n i n g . Therefore,
workers are provided with the basic knowledge a bout
e q u i pment and the ski l l s (including q u a l ifications)
necessary for a utonomous m a i ntenance a nd safety.
Workers m a i nta i n norm a l conditions a n d stable
operation of eq u i pment by detecting problems and
conduct i n g daily i nspections of the eq u i pment they are
responsible for. By doing so, they can prevent fa i l u res
a n d m i nor stoppages. As a result, the basic conditions
for zero loss, such as the e l i m i nation of losses due
to e q u i pment fa i l u re a n d the e l i m i nation of q u a l ity
losses by m a i nta i n i n g operating conditions, can be
m a i nta ined.
7.2 Introduction method
7.2.1 General
Each piece of equi pment or l i n e i n the p l a nt is assigned
a worker or work group to be responsi ble for carrying
out m a i ntena nce a n d inspect i n g the e q u i pment.
Activities are i m p l emented in the seven steps set out
i n 7.2.2 to 7.2.8 for each piece of eq u i pment or l i ne.
At the end of each step, the results a re a u d ited by
management a n d relevant persons before the next step
beg i ns. Workers are tra ined on the next step.
16
7.2.2 Step 1 : Initial cleaning and inspecting
This step i nvolves fi rst d isposing of u n used items
a round the e q u i pment, org a n iz i n g and clea n i n g u p
the j igs a n d tools, a n d removing a l l the d irt a n d debris
from the e q u i pment, thereby reve a l i n g any eq u i pment
a bnorm a l ities. Tags a re attached to the abnormal ities
and assigned to operators or m a i ntenance to resolve.
In preparation for the next step, d ifficult to access
areas a n d sou rces of conta m i nation are identified
and a provisiona l clea n i n g and i nspection sta ndards
deve loped.
7.2.3 Step 2: Countermeasures for sources and difficult
areas
The sources of d irt, debris a n d leakage are
addressed, d ifficult to access areas a re exa m ined a n d
i m provements a re m a d e . T h i s enables clea n i n g a n d
i nspection time to b e red uced. A l u b rication m a p o f the
equ i pment is created.
7.2.4 Step 3: Preparation of provisional standards
Standards (provisiona l sta nda rds) a re deve loped for
clean i ng, i nspect i n g and l ubricati n g to m a i nta i n the
eq u i pment in its restored condition.
7.2.5 Step 4: General inspection
I n this step, workers a re ed ucated to understand the
structu re, function and operating principles of the
equ i pment a n d to develop a n i nspection manual and
ca rry out an overa l l i nspection to identify potential
a bnorm a l ities. Specifical ly, based on the e q u i pment,
the team receives basic tra i n i n g on mach i ne elements,
l u br ication, pneumatics, hydrau l i cs, e lectricity, d rive,
eq u i pment safety a n d processing con d itions, a n d
i nspects e a c h item, identifying a bnormal ities a n d
attach i n g t a g s . T h e i ntention is to restore equi pment
exh ibiting deterioration, then to i m p rove the
provisional sta ndards developed i n step 3 and revise
i nspection sta ndards.
By complet i n g this step, the restoration of the
e q u i pment is complete and a standard for m a i nta i n i n g
its operat i n g condition is created. A s a resu lt, the
expectation is that there will be no more eq u i pment
fa i l u res or m inor stoppages due to inadequate
routine inspections.
©The British Standards Institution 2022
 PAS 1918:2022

7.2.6 Step 5: Autonomous inspection

The restored condition of the eq u i pment is further
improved to i ncrease its rel ia b i l ity. Clea n i ng, l u bricating
a n d overa l l i nspecting sta ndards a re comprehensively
reviewed and systematized . An efficient and zero-error
system for d a i ly inspection activities and a utonomous
m a i ntenance sta ndards a re created.

Particu l a rly from the perspective of zero defects,

items related to q u a l ity, such as i nspections of
operating cond itions, a re reflected in the autonomous
m a i ntena nce sta ndards.

7.2.7 Step 6: Standardization

U p unti l step 5, the sta ndards have been developed
with a focus on eq u i pment and d a i ly i nspections, but
in step 6 the goal is to ensure the m a i ntena nce of
eq u i pment and expa nd the sta ndards to include related
operation around eq u i pment to reduce losses. Focusing
on workers' operations a n d set-up operations it red uces
work wastage, u nsafe work a n d h ig h-load operation,
a n d improves j igs, tools a n d measu ring tools to reduce
overa l l losses. Operation sta ndards and inspection
sta ndards a re revised to ensure standard ization.

7.2.8 Step 7: Autonomous management

This step i nvolves m a i nta i n ing previous activities a n d
cont i n u i n g t o i m plement improvements to eq u i pment,
workers a n d the workplace. The sta n d a rds toward
zero loss a re a utonomously developed and revised
in response to cha nges in products, eq u i pment a n d
processing cond itions.

©The British Standards Institution 2022 17

PAS 1918:2022
8 Pla n ned m a i ntenance
8.1 General
The a i m of p l a n n ed m a i ntena nce is to esta bl ish a n
e q u i pment m a i ntena nce system promoting zero
fa i l u res, a n d to create a n d i m plement plans to improve
the rel ia b i l ity a n d m a i nta i n a b i l ity of eq u i pment.
Planned m a i ntena nce can reduce the total cost of
e q u i pment itself ( i n itial costs), m a i ntena nce costs
such as eq u i pment mai ntenance (ru n n i n g costs), a n d
losses d u e to eq u i pment deterioration d u ri n g t h e l ife
cycle of the eq u i pment (from eq u i pment design a n d
man ufactu ring to operation a n d m a i ntena nce).
There are, therefore, two major categories of activities
in plan ned m a i ntena nce. The fi rst is i mprovi ng the
rel i a b i l ity of the equi pment, red ucing the frequency
of e q u i pment fa i l u res and extend i n g the plan ned
m a i ntena nce cycle as m uch as possible. The other
activity is to i m p rove the ma inta i n a b i l ity of equi pment,
red ucing the time to restore eq u i pment when it fa i l s
a n d red ucing the t i m e spent on plan ned m a i ntena nce.
8.2 Introduction method
8.2.1 General
A g roup is assigned to be responsible for each item of
e q u i pment a n d to carry out the necessary mai ntenance
activities. Activities a re i m plemented in the seven
steps set out in 8.2.2 to 8.2.8. At the end of each step,
the results a re a u d ited by management a n d relevant
persons before the next step beg i ns.
Planned m a i ntena nce activities a re d ifficult to
i m plement when m i n or stoppages are frequent due to
a l ack of routine inspections and l u brication. Therefore,
the i ntrod uction of plan ned m a i ntena nce activities
should be coord i n ated with a utonomous m a i ntena nce
activities (see Cla use 7).
8.2.2 Step 1: Recognition of the difference between
basic conditions and the present state
In this step, the function, structure a n d operati n g
principles o f t h e equipment a re understood, t h e
e q u i pment condition is assessed a n d t h e fa i l u re factors
of the equi pment a re identified as basic cond itions
neglected, operati n g conditions not fol l owed,
deterioration u n checked, inadequate ski l l s and i n herent
design wea kness.
18
8.2.3 Step 2 : Improvement of the difference between
basic conditions and the present state
I n this step, eq u i pment is restored to opt i m u m
con d ition. T h e fa i l u re factors identified i n step 1
a re i m proved, a n d the clean i n g of equi pment a n d
a ppropriate l u brication a n d other tasks m a y b e
tra nsferred to a utonomous m a i ntena nce.
8.2.4 Step 3: Preparation of standards
Sta ndards a re prepared to m a i nta i n the results of
step 2. Specifica l ly, the i nspection criteria a re revised
based on the fa i l u re factors identified in step 1 and the
i mprovements made i n step 2 . I n addition, the results
of the work carried out in accordance with the revised
i nspection sta ndards a re documented .
8.2.5 Step 4: Extension of equipment life
Steps 1 to 3 reduce the forced deterioration of
equ i pment. In step 4, corrective m a i ntena nce
(improvement of e q u i pment and m a i ntena nce
methods) is implemented to extend the l ife of the
equ i pment and measu res a re adopted to resolve
defects in the eq u i pment. Specifical ly, a period ic
mai ntenance i nspection plan (maintenance ca lendar) is
prepared, the factors of equi pment fa i l u re a re cl assified
i nto rel i a b i l ity, m a i nta i n a b i l ity, opera b i l ity, safety, etc.,
and corrective m a i ntena nce is carried out.
8.2.6 Step 5: Improvement of inspection and
maintenance effectiveness
The sta ndards prepared d u ring step 3 are revised
to i mprove the effectiveness of the i nspection
and m a i ntenance work. To ensure that preventive
mai ntenance is carried out and the n u m ber of
mai ntenance worker-hours is reduced, methods
a re identified and implemented for detecting signs
of deterioration, q uantifying the deterioration
measurements, red ucing a n d conso l idating i nspection
items, i m p rovi n g the reduction of mai ntenance time,
and reviewing the m a intena nce i nspection plan
(maintena nce ca lendar).
©The British Standards Institution 2022
 PAS 1918:2022

8.2.7 Step 6: Overall equipment diagnosis

The fi rst five steps pri marily address forced
deterioration. Step 6 addresses events that do not lead
to eq u i pment stoppage, but d o not satisfy production
conditions due to deterioration of eq u i pment function,
e.g. a n event where q u a l ity req u i rements can not be
met due to functional deterioration of the eq u i pment.
The mecha n isms u nderlying q u a l ity d efects a re
i nvestigated in relation to the eq u i pment specification
a n d functional deterioration of the eq u ipment, a n d the
eq u i pment a n d m a i ntenance methods a re improved.
The results of these i m provements a re reviewed, a n d
t h e i nspection and mai ntenance sta n d a rds revised s o
that they can b e m a i nta ined.

8.2.8 Step 7: Equipment optimization

In this step, pred ictive m a i ntena nce activities a re
carried out with the a i m of extending the service l ife of
eq u i pment. E q u i pment diag nosis tech nology is used to
d etect early signs of a bnorm a l ity and predict the state
of deterioration of the eq u i pment, and a self-d iagnostic
function is added to the eq u i pment.

©The British Standards Institution 2022 19

PAS 1918:2022
9 Q u a l ity m a i ntenance
9.1 General
The a i m of q u a l ity mai ntena nce is to provide
e q u i pment that can cont i n uously produce
non-defective products, m a i nta i n the 3M (Materi a l ,
Machi ne, Method) cond itions for non-d efective
prod ucts with i n the sta ndard, a n d a ntici pate q u a l ity
defects and i mpl ement cou ntermeasures. The fourth
" M " , "Worker" ( " M a n "), is m a i ntained by the activities
in the ET p i l lar.
Qual ity mai ntena nce activities primarily i nvolve
identifying a n d m a i nta i n i n g the 3M conditions that
affect q u a l ity. For this pu rpose, the relationship
between q ua l ity a nd eq u i pment con d ition is cla rified,
a nd control poi nts identified. The q u a l ity department,
m a i ntena nce department a n d prod uction department
work together to prevent q u a l ity defects caused by
e q u i pment a n d processing conditions.
9.2 Introduction method
9.2.1 General
A g ro u p is assigned to be responsible for each item of
prod uct a nd to carry out the necessary m a i ntena n ce
activities. Activities a re i m plemented i n the ten steps
set out in 9.2.2 to 9.2. 1 1 . At the end of each step,
the results a re a u d ited by management a n d relevant
persons before the next step beg i ns. Through this, the
q u a l ity is restored and the workers a re ed ucated.
9.2.2 Step 1 : Confirmation of present status
In this step, the present status in the plant is su rveyed
by, for example, stratify i n g d efect generation status
a nd phenomena . The goal a n d plan of the activity a re
then set.
9.2.3 Step 2: Survey processes which generate defects
In this step, a QA (q u a l ity assu rance) matrix for
a n a lysi n g the relationsh i p between the processes a n d
defect modes is prepared . Survey a n d a n a lysis a re a lso
made to determine which processes generate d efects
that reduce q u a l ity a n d which u n it processes generate
d efects in case eq u i pment or method conditions of
some u n it processes fa i l .
20
9.2.4 Step 3: Survey and analyse 3M conditions
I n this step, su rveys a re made as to wh ich materials,
equi pment, methods or i nspections e l i m i nate d efect
modes for each process i n the QA matrix by exa m i n i n g
d rawi ngs, sta ndards, prod ucts a n d eq u i pment u s i n g the
3M conditions.
9.2.5 Step 4: Implementation of the primary measures
I n this step, abnormal ity of the 3M conditions identified
in step 3 a re l isted for each u n it process, a nd stud ied,
and primary measures are i m p lemented . Measures that
ca nnot be i m plemented in this step a re i m p lemented in
step 5 or later.
9.2.6 Step 5: Analysis for the non-defective conditions
In this step, the rem a i n i n g essenti a l problems i n
step 4 a re a n a lysed u s i n g tech n i q ues such as P-M
analysis, fa i l u re mode a n d effects a n a lysis (FM EA) a n d
Design o f Experi ments.
9.2.7 Step 6: Implementation of countermeasure for
essential problems
In this step, cou ntermeasures for essentia l problems
a n a lysed in step 5 a re i m plemented, and the results of
i m p lementation a re eva l uated with i n a certa i n time if
q u a l ity characteristics desig ned a re satisfied.
9.2.8 Step 7: Improve 3M conditions
In this step, the sta ndards a n d 3M cond itions obta ined
in step 3 a re re-exami ned.
9.2.9 Step 8: Improve and simplify inspection method
I n this step, a l l the 3M conditions set in step 7 a re
selected. This step i nvestigates the measurement
method that can be inspected i n the process a n d
implements a sta ndard as a q u a l ity control point.
9.2. 1 0 Step 9: Revise QM matrix
In this step, to check a l l inspected items, the
relationship between q u a l ity cha racteristics and
i nspection items of e q u i pment for m a i ntai n i n g q u a l ity
a re s u m m a rized in a QM matrix.
9.2.1 1 Step 1 0: Maintain standard and trend control
In this step, a check is made as to whether cond itions
for each factor set to precl ude defects a re m a i ntai ned
and to control fl uctuation. The component(s) which
causes q u a l ity defects if the sta ndard val ues deviate is
identified a n d a d isplay is put on the component(s) as a
q u a l ity control point (Q component).
© The British Standards Institution 2022

1 0 Ed ucation and tra i n i ng to develop ski l l a nd knowledge
10.1 General
Ed ucation and tra i n ing to develop skills a n d
knowledge provides the h u m a n resou rces needed for
i m plementing TPM to ach ieve zero loss by educati ng
workers on the basic structure of equi pment,
improvement methods for problem solving, safety, etc.,
a n d eva l uating their own ski l l s a n d knowledge.
This incl udes tra i n i n g on safety, prod uction
a n d eq u i pment m a i ntenance, fi n d i n g defects,
a n d sta ndards, a n d methods for i m plementing
improvements.
Ed ucation and tra i n ing plans a re prepa red, a n d
educational materials a n d in-house i nstructors
provided. Each education a n d tra i n i n g plan shou l d
be prepared i n l i n e with the prog ress o f autonomous
m a i ntena nce, q u a l ity m a i ntenance and p l a n n ed
m a i ntena nce. At the same time, regarding job tasks,
job titles a n d job c lassifications, the level of knowledge,
skil ls, tech n i q ues, q u a l ifications and morale req u i red to
perform the work in l i n e with tec h no logical adva nces
a re cla rified . This esta bl ishes an education and tra i n ing
system that takes i n d ividua l ski l l development a n d
education and tra i n ing p l a n s i nto account.
10.2 Introduction method
1 0.2.1 General
The five steps set out in 1 0.2.2 to 1 0.2.6 a re
i m plemented. At the end of each step, the results are
a u d ited by management and relevant persons before
the next step beg i ns.
1 0.2.2 Step 1: Setting of policies and priority and
survey of the status
In this step, the knowledge req u i red for each piece of
eq u i pment or operation is cla rified, a n d based on th is,
the current state of skill level improvement and tra i n i n g
for each position and worker in t h e org a n ization is
i nvestigated. Any issues a re resolved a n d a " basic
pol icy" a n d " priority measures" a re established for
education and tra i n i n g .
©The British Standards Institution 2022
PAS 1918:2022
1 0.2.3 Step 2: Establishment of education and
training system
In t h is step, a tra i n i n g system is esta bl ished to provide
each position and worker in the org a n ization with
ed ucation and tra i n i n g appropriate to their position i n
t h e org a n ization.
1 0.2.4 Step 3: Implementation of education and
training
In t h is step, the worker ski l l s a re developed as fol l ows.
a) Set up an educational curriculum
Based on the org a n ization's eq u i pment, decide on
the tra i n i n g c u rricu l u m by considering each worker's
improvement a b i l ity target, the content of tra i n ing
a n d the time of tra i n i n g .
b ) Prepare lesson plans and materials
Prepare lesson pla ns, practical ski l l s a n d lectu res or
d i scussions for each su bject, the materials necessary
for practising practical ski l ls, a n d i n-house textbooks
for self-study.
c) Implement education
The tra i n i n g fol l ows a lesson plan with an emphasis
on practical skil ls. The tra i n ees attend a one-point
lesson for each u n it, which is ta i lored to their
workplace a n d based on the results of the tra i n i n g .
The tra i n ees return t o t h e i r workpl aces a n d
com m u n icate the results o f the tra i n i n g . One-point
lessons can be effective for tra i n i n g when they
summa rize problems and provide examples of
improvement.
1 0.2.5 Step 4: Establishment of a capability
development system
This step i nvolves cond ucting i n d ivid u a l ized skills
assessments a n d creating development plans. After the
tra i n ing u p to step 3 has been completed, a long-term
devel opment d i rection (policy) is created that relates
s k i l l s and i n d ivid u a l competence in perform i n g the job
to tra i n ing methods, and a system is i m plemented to
m a i nta i n a n d i m prove competence.
1 0.2.6 Step 5: Activity evaluation
This final step is to eva l uate the activities to date and
assess how the ski l l s req u i red for each job and job class
have been developed for each worker.
21
PAS 1918:2022

1 1 Safety, hea lth a n d envi ron ment

11.1 General 11.2 Introduction method

The a i m s of the safety, hea lth a n d environment p i l l a r
a re to:
a) a n alyse the possi b i l ity of accidents, n oise, heavy
work a n d pol l ution in the plant a n d prevent their
occurrence; and
Safety, hea lth a n d environment activities promote
activities to prevent accidents and incidents and can
be i m plemented through compl iance with related
sta ndards [e.g. ISO 1 400 1 , ISO 45001 (OHSAS 1 800 1 )
and ISO 1 2 1 00 (J IS 89700) ] .

b) i m prove eq u i pment a n d provide safety tra i n i n g

with t h e objectives o f ach ievi ng zero accidents, a
safe and comforta ble work environment a n d zero
pollution.
Safety a n d health activities seek to:
1 ) reduce losses due to mach i n e and operation
stoppage by pursu i n g safe work a n d eq u i pment
operation to ach ieve zero accidents;
2) identify and assess potential h azards in the
workplace, and e l i m i nate or m itigate them by
taking hea lth a n d safety measu res; a n d
3) prevent occupational i l l nesses among empl oyees,
thereby creating a safer and health ier workplace
a n d e l i m inating losses d u e to a bsence from work.

Environmental activities are intended to reduce energy

and material losses in factories and thereby reduce risks to
the global environment, such as environmental poll ution
and excessive energy use due to plant operations.

Safety activities b u i l d on the a n a lysis of past accidents

a n d i ncidents to i m prove eq u i pment a n d prevent
accidents. In addition, they prevent accidents by
identifying events that a re l i ke ly to occur (near-m iss
incidents). Health activities a re conducted to i mprove
the working environment to prevent i nj u ries a n d
i l l nesses caused b y work (heavy m uscle work, noise,
d ust in the plant, etc.) a n d to prevent the risk of i nj u ry
a n d i l lness. In addition, activities a re implemented to
reduce the risk of pol luting the g l obal environment,
contri bute to red ucing energy consumption, and
i ncrease the recyc l i n g of waste materials by e l i m i nating
energy a n d materia l loss.

22 ©The British Standards Institution 2022

 PAS 1918:2022

1 2 Early ma nagement

12.1 General 12.2 Introduction method

The a i m of early management is to develop eq u i pment
for zero fa i l ures, zero defects a n d lowest l ife cycle
cost, ensuring rapid and trouble-free com m i ssioning of
eq u i pment (vertical start-up). This is ach ieved by:
a) accu m u lating and a n a lysi ng the m a i ntenance
prevention i nformation when dealing with
problems that occurred in the past;
b) uti l izing the a n a lysis in process and equi pment
design;
c) identifying a n d resolving potenti a l issues i n the
design phase; and
d) uti l izing design gate reviews to ensure issues are
resolved before proceeding to the next stage.
Vertical start-up is ach ieved by eva l uati ng the
m a i nta i n a b i l ity, rel iabi l ity, opera b i l ity, safety, etc., of
eq u i pment at the time of eq u i pment development,
preventi n g fa i l u res that can occur at the time of
eq u i pment start-up.
The relations h i p between the development and design
process, prod uct q u a l ity, defects a n d eq u i pment
conditions, etc., is a n a lysed and the items/events to be
managed a re identified and prioritized in col l a boration
with related parties, such as the prod uct design, process
design, equ i pment design/ma n ufacturing departments,
production department, mai ntenance department
and q u a l ity control department. During a n a lysis,
decision-making takes account of past m a i ntena nce
i nformation, the i ntrod uction of new tech nology a n d
t h e e q u i pment management methods i n t h e l ife cycle.
Each development process, including design,
development a n d insta l lation, is reviewed not only
by desig ners but a lso by related departments, such
as prod uction a n d m a i ntena nce, to solve problems in
advance. This red uces the time req u i red for eq u i pment
i nsta l lation and post-i nsta l lation start-up, as wel l
a s reducing the loss of production i nspection a n d
m a i ntena nce activities.
1 2.2.1 General
For new prod ucts a n d eq u i pment, activities a re
i m p lemented in the four steps set out in 1 2.2.2 to
1 2.2.5. At the end of each step, the results a re aud ited
by management and relevant persons before the next
step beg i ns.
1 2.2.2 Step 1 : Survey and analysis of the current
situation
This step i nvolves i nvestigating a n d a n a lysi n g the
cu rrent process of equi pment development to
u ndersta nd it, such as exa m i n i n g the occurrence of
problems and the results of cou ntermeasures d u ri n g
tri a l man ufacturing, comm ission i n g a n d t h e i n itial
flow phase.
1 2.2.3 Step 2: Improving the early management
workflow
This step i nvolves i m proving the process for eq u i pment
development, setting u p a gate review process, a n d
esta blishing and revising va rious sta ndards a n d forms.
1 2.2.4 Step 3: Implementation of early management
In accorda nce with the development phase created
in step 2, early management is i m plemented using
various sta ndards a n d forms a n d conducting a design
review at each phase to identify problems a n d make
i m provements before the eq u i pment is completed.
1 2.2.5 Step 4: Evaluation of early management
This step i nvolves reviewi ng the performance of the
revised early management process (step 3) a n d making
further improvements to the process.

Early management can a lso include early product

management when developing new prod ucts.

©The British Standards Institution 2022 23

PAS 1918:2022

1 3 I m provement of the a d m i n istrative a n d i nd i rect

depa rtments

13.1 General 1 3.2.3 Step 2: Improving workflow

This step i nvolves reviewi ng the workfl ow, i nvestigating
I mprovement of the a d m i n i strative a n d i n d i rect
the actual cond itions of d u p l icate work a n d tasks that
departments enhances the effectiveness of operations
a re waiti n g to be processed, and identifying problems.
related to supply cha i n management, such as
Vouchers a nd documents a re form a l i zed to reduce
production pla n n ing, s h i pping a n d procurement, other
u n necessa ry work and documents and to s i m p l ify
than works by the m a n ufacturing and m a i ntenance
operations.
departments, and red uces losses caused by i nformation
transm ission and d u p l ication of operations. 1 3.2.4 Step 3: Reviewing the work time
In this step, based on the results of step 2, the work
Focused i m p rovement, a utonomous mai ntenance,
time for each task is reviewed and potenti a l time
ed ucation and tra i n i ng, creation of work systems, a n d
savi ngs are identified.
confirmation o f results a re i m plemented at e a c h step.
1 3.2.5 Step 4: Standardization
13.2 Introduction method I n this step, the operations m a n u a l is revised a nd
sta ndard i zed based on the results of the previous steps.
1 3.2.1 General
The five steps set out in 1 3.2.2 to 1 3.2.6 a re 1 3.2.6 Step 5: Maintenance
i m pl emented. At the end of each step, the results a re In this step, the results of previous steps a re reviewed
a u d ited by management a n d relevant persons before and a sta n d a rds-based work system is m a i ntained.
the next step beg i ns. The relevant i n d i rect operations
a re then seq uenti a l ly expa nded.

1 3.2.2 Step 1: Implementing 55 (Sort, Set in order,

Shine, Standardize and Sustain) in the office
This step i nvolves reviewi ng the stationery, documents
a n d papers in the office, d isposing of u n n eeded items,
and orga n izing them so that workers can q u ickly
access what they need. Folders, documents, etc., stored
on computers a re org a n ized at the same time, a n d
sta ndards a re created for thei r m a i ntena nce.

24 ©The British Standards Institution 2022

 PAS 1918:2022

1 4 Rel ationsh i p between each p i l la r a n d KPis a n d KAis

14.1 General
To understa nd the status of activities in each p i l l a r of
TPM, it is necessary to use the KPis and KAis described
i n Cla use 5 for each p i l l ar. A rel ationsh i p between each
p i l l a r and KPis and KAis is i n d i cated by the ticks in
Ta ble 1 .

14.2 Use of KPis and KAis in each pillar

To represent the activities i n each p i l l a r, several of
the relevant KAis and KPis shou l d be selected with
reference to Table 1 . In addition, other KPis and KAis
can be selected from Ta ble 1 , and can be set with clear
defin itions, taking accou nt of the situation of the p l a nt
where TPM is appl ied and the prod uction methods.

Each p i l l a r should conti nuously measure the selected

KPis and KAis a n d set the target va lues to be ach ieved.
The KPis and KAis that achieve the target val ues should
then be assigned higher target va l ues. For those KPis
a n d KAis for which the effect of the activity was s m a l l
a n d t h e target va l u e w a s not ach ieved, the problem
should be cla rified, a n d the i m provement activity
should be repeated.

©The British Standards Institution 2022 25

PAS 1918:2022

1 5 Eva l uation of TPM m i l estones

The results of TPM activities shou l d b e l i n ked to results pla nts, tests to assess employee knowledge) can be
that a re eva l u ated using KPis and KAis. In addition to used. Exte rna l eva l uation services can a lso help to
reg u larly cond u cting the eva l uation i n-house, external identify d i rections for conti nuous i m provement i n
eva l uation services (e.g . i nspection a n d awards for t h e future.

Ta ble 1- Relationship between each pillar and KPis and KAis

KPis

O E E/O PE % ../ ../

Ava i l a b i l ity % ../ ../

Performance rate % ../ ../

Non-defective prod ucts rate % ../

N u m ber of fa i l u res actual q u a ntities ../ ../ ../

F a i l u re downtime hours/month ../ ../ ../

F a i l u re d u ration rate % ../

MTBF hours ../

MTTR hours ../

N u m ber of m i nor stoppages actual va l u es

N u m ber of in-process d efects act u a l va l u es ../

In-process d efect rate % ../

N u m ber of com plai nts/ actu a l q u a ntities ../

customer returns

Yield rate % ../

F i rst pass q u a l ity rate % ../

I n itial-flow period d ays/months ../

N u m ber of i n it i a l com p l a i nts actual q u a ntities ../

N u m ber of i n itial problems actual q u a ntities ../

N u m ber of i n it i a l d efects actual q u a ntities ../

Ma intena nce expenses rate % ../

Loss red uction va l u e monetary va l u e per ../

defi n ed period

26 ©The British Standards Institution 2022

 PAS 1918:2022

Table 1 - Relationsh i p between each p i l l a r a n d KPis and KAis (continued)

Items Units Pillars

IAI

Va l u e of i m provement monetary va l u e per ../ ../ ../ ../

proposals defi ned period

Development time days or months ../

On-time in fu l l % ../

On-time del ivery rate % ../

Lead time days, hours, etc. ../

I nventory days days ../

N u m ber of days in process days ../

N u m ber of accidents actual q u a ntities ../

Accident frequency rate actual q u a ntities ../

per 1 06 hours

Accident d uration rate days/hours ../

Work hours without a n hours ../

accident

Nu m ber of industri a l actual quantities ../

accidents per month or term

TPM partici pation ratio % ../

E m ployee satisfaction - ../

Energy vol u m e per defi ned ../

period

Resource vol u m e per defi ned ../

period

Industria l waste monetary va l u e or ../

vol u m e

Nu m ber o f envi ron mental actual qua ntities ../

accidents a n d a mount of per period
pol l ution

KAis

Nu m ber of focused actual quantities ../

improvements

Nu m ber of improvement actual qua ntities ../

suggestions

Autonomous mai ntenance worker-hours ../

activities time

©The British Standards Institution 2022 27

PAS 1918:2022

Table 1 - Relationsh i p between each p i l l a r a n d KPis and KAis (continued)

Autonomous maintenance rate % ../

N u m ber of a bnorm a l ities act u a l q u a ntities ../

fou n d a n d restorations

Total m a i ntena nce time worker-hours ../

Plan ned ma intenance time worker-hours ../

Preventive m a i ntenance time worker-hours ../

Preventive m a i ntena n ce rate % ../

Corrective m a i ntena nce time worker-hours ../

I n -house m a i ntena nce rate % ../

Spare-parts storage va l u e monetary va l u e ../

N u m ber of q u a l ity defects actu a l q u a ntities

reduced to zero

N u m ber of participa nts i n n u m ber o f persons

i n -house tra i n i n g

N u m ber o f participa nts i n n u m ber o f persons

externa l tra i n i n g

N u m ber o f one-point lesson actual q u a ntities

tra i n ing

N u m ber of one-point lessons actual q u a ntities

created

N u m ber of near m i sses actual q u a ntities ../

N u m ber of i n d ications by actual q u a ntities ../

safety patrols

N u m ber of developments actual q u a ntities ../

N u m ber of patent actual q u a ntities ../

appl ications

Ma intena nce prevention ( M P) act u a l q u a ntities

i nformation

Worker-hour reduction hours

28 ©The British Standards Institution 2022

 PAS 1918:2022

Bibl iog ra phy

Standards publications
For dated references, only the edition cited appl ies.
For u ndated references, the l atest edition of the
referenced document (including any amendments) appl ies.

Standards publications
IATF 1 6949 : 20 1 6, Automotive quality management
system

ISO 1 2 1 00, Safety of machinery - General principles

for design - Risk assessment and risk reduction

ISO 1 400 1 , Environmental management systems ­

Requirements with guidance for use

ISO 4500 1 , Occupational health and safety

management systems Requirements with guidance
for use

ISOffR 1 03 1 4- 1 : 1 990, Industrial automation: shop

floor production - Part 1: Reference model for
standardization and a methodology for identification
of requirements

J I S B9700, Safety of Machinery - General Principles for

Design - Risk Assessment and Risk Reduction

OHSAS 1 8001 , Occupational health and safety

management systems - Requirements1'

Further reading
JAPAN I NSTITUTE OF PLANT MAINTENANCE (J I PM).
TPM Glossary, Tokyo: J I PM, fi rst printing 20 1 7 .
second printing 2 0 1 9.

JAPAN I NSTITUTE O F PLANT MAINTENANCE (J I PM).

Total Productive Maintenance New Implementation
Program in Fabrication and Assembly Industries {20 18],
Tokyo: J I PM, 20 1 8.
TPM Awa rds
https://j i pm g l obal.com/service/tpm-awards

' ' Withdrawn.

©The British Standards Institution 2022 29

PAS 1918:2022

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