Introduction to TPM

Total productive maintenance (TPM) originated in Japan in 1971 as a method for improved machine availability through better utilization of maintenance and production resources. Whereas in most production settings the operator is not viewed as a member of the maintenance team, in TPM the machine operator is trained to perform many of the dayto-day tasks of simple maintenance and fault-finding. Teams are created that include a technical expert (often an engineer or maintenance technician) as well as operators. In this setting the operators are enabled to understand the machinery and identify potential problems, righting them before they can impact production and by so doing, decrease downtime and reduce costs of production. Total Productive Maintenance (TPM) is a well-defined and time-tested concept for maintaining plants and equipment. TPM can be considered the science of machinery health.       TPM was introduced to achieve the following objectives: Avoid waste in a quickly changing economic environment. Produce goods without reducing product quality. Reduce costs. Produce a low batch quantity at the earliest possible time. Send only non-defective parts to the customers.

The major difference between TPM and other concepts is that the Production Operators are directly involved in the process of maintaining their equipment. The old notion of "I operate the equipment, You Maintain it" is NOT followed.

Goals & Pillars of TPM
TPM has basically 3 goals - Zero Product Defects, Zero Equipment Unplanned Failures and Zero Accidents. It sets out to achieve these goals by Gap Analysis of previous historical records of Product Defects, Equipment Failures and Accidents. Then through a clear understanding of this Gap Analysis (Fishbone Cause-Effect Analysis, Why-Why Cause-Effect Analysis, and P-M Analysis) plan a physical investigation to discover new latent fuguai (slight deterioration) during the first step in TPM Autonomous Maintenance called "Initial Cleaning".

5. Focused improvement (Kobetsu Kaizen) . The Pillars & their details a) Efficient Equipment Utilization b) Efficient Worker Utilization c) Efficient Material & Energy Utilization 1.It focuses on Increasing Availability of Equipments & reducing Breakdown of Machines.Formation of Autonomous workers who have skill & technique for autonomous maintenance. The main reason for this long duration is due to the basic involvement and training required for Autonomous Maintenance participation where operators participate in the restoring the equipment to its original capability and condition and then improving the equipment.To establish the system to launch the production of new product & new equipment in a minimum run up time. There are 7 Steps in & Activities of Jishu Hozen.It means "Maintaining one's equipment by oneself". Initial Control . 4.Continuously even small steps of improvement.A typical TPM implementation requires company-wide participation and full results can only be seen after 3 years and sometimes 5 years. Education & Training . Planned Maintenance . 2. 3. Autonomous Maintenance (Jishu Hozen) . .

Safety. at the same time.The main role of SHE (Safety. Quality Maintenance (Hinshitsu Hozen) . Hygiene & Environment) is to create Safe & healthy work place where accidents do not occur. Downtime for maintenance is scheduled as a part of the manufacturing day and. 7. 8. TPM brings maintenance into focus as a necessary and vitally important part of the business.Quality Maintenance is establishment of machine conditions that will not allow the occurrence of defects & control of such conditions is required to sustain Zero Defect. Office TPM . TPM Goals and Benefits: The goal of the TPM program is to markedly increase production while.To increase the availability of Equipment by reducing Tool Resetting Time. It is no longer regarded as a non-profit activity. uncover & improve hazardous areas & do activities that preserve environment. to reduce Tool Consumption Cost & to increase the tool life. in some cases. Hygiene & Environment . increase associate morale and job satisfaction.To make an efficient working office that eliminate losses. The benefits of TPM are: • A Safer Workplace • Associate Empowerment • An Easier Workload • Increased Production • Fewer Defects • Fewer Breakdowns • Fewer Short Stoppages • Decreased Costs • Decreased Waste . Other Pillars Like: Tools Management .6. The goal is to hold emergency and unscheduled maintenance to a minimum. as an integral part of the manufacturing process.

based on the data obtained. the Internet. the amount of effort that will be required. against which TPM results and progress can be measured and also helps in setting the realistic goals. how it can be benefited for the plant.Steps for implementation of TPM: Step 1: Announcement of college’s top management decision of implementing TPM: Top management needs to create an environment that will support the introduction of TPM. This group needs to include members from every level of the organization from management to the students. Attainable and Realistic. and management style) will be studied also. It will include overall equipment effectiveness (OEE) observations and calculations for 40 to 100 percent of important equipment. and conversations with consultants Step 3: Establish an organizational structure: This group will promote and sustain TPM activities once they begin. motivation. For administrative block officers: organizing seminars/retreats to implement the TPM. every successful TPM installation has been preceded by a good feasibility study. skepticism and resistance will kill the initiative. magazines. This step of implementing TPM also consists of collection of information about TPM and to understand how it works. TPM books. Step 5: Feasibility study & its presentation: According to Hartmann (2000). cleanliness or orderliness of the plant. how it works. This structure will promote communication and will guarantee that everyone is working toward the same goals. Without the support of management. its proper implementation sequence. Then predict the results. Team-based activities are essential to a TPM effort. Skills of plant personnel. Specific. Step 2: TPM education Program and collection of information: This program will inform and educate everyone in the organization about TPM activities. benefits and its objectives. For faculty members of each dept: Provide slide presentation about benefits of implementation of TPM into the college administration. Measurable. The study will evaluate the condition of these equipments and the required current & future maintenance activities. will establish a base line. The established TPM policies and goals should be very much clear to everyone involved in TPM implementation. TPM coordinator must understand what TPM is. TPM seminars. and plant culture (attitude. Step 4: Formulate basic TPM policies and goals: Analyze the existing conditions and set the goals that are Result oriented. Information resources include TPM conferences. . how long it will take to implement etc. A feasibility study typically includes two to six teams (five to nine members each). The results of the feasibility study.

The audit is fairly simple and checks if the TPM fundamentals are done correctly (teamwork. PM development. tasks. Step 9. A good and well thought out staggered expansion plan is important. not just a few selected machines.Then Feasibility study results are presented. to ensure good progress and a proper and successful installation. or low capacity or productivity) and where quick success is likely. There is no need to wait for final results of the pilot installation. Step 6. etc.Pilot installation: A TPM pilot installation should cover between 10 and 25 percent of plant equipment. Clear goals and deadlines must be established and team meetings must be held on schedule. Both management and the union should be present in the presentation. audits have proven to be very valuable. The progress audit comes 18-30 month after launch to determine if and how: Preventive maintenance is carried out by the TPM teams. They are typically carried out 6-12 month after launch by internal or external specialists. The theoretical part of the audit will be done in the office with the team going over a lot of data followed by a practical part out in the plant around the equipment. Expansion initiatives should begin every 3 months (6 months maximum) using the same priorities and decision criteria as for pilots. organization. There should be a minimum of 6 TPM teams to insure survivability of the installation. as is a detailed installation plan for each additional area.Introduction audit: According to Hartmann (2000). or idle time.Plant-wide installation: TPM coordinators of most companies wait too long before expanding the TPM installation over the whole plant. Step 7.) and whether the program is on schedule. The presentation should propose an installation strategy and identify a pilot installation. All employees in the pilot areas must receive TPM training. This audit will point out existing deficiencies (and opportunities) to bring TPM to a successful conclusion. Areas appropriate for pilot installations are: where major improvement is needed (too many breakdowns. Equipment improvement activities have been executed according to schedules. A good feasibility study is required for all pilot areas. delays.Progress audit: It is usually the last step before the certification. Increase in OEE has been reached. . Step 8.

. Linking TPM to Customers & employees & to create empowerment and authority at all levels. and all Depts. 6. 5. of industries. Linking TPM to business strategy & Linking TPM to Quality. 7.Impact factor for implementation of TPM 1. R & D. Management improvement participation (leadership) 2. 3. Organizational infrastructure. 4. Spreading of TPM in production. Craft and culture of collaboration and co operation. Design. Project prioritization and selection Employee Training& Understanding of TPM methodology. Marketing.

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