TPM Basics

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TPM BASICS

TOTAL PRODUCTIVE MAINTENANCE

It is a Japanese approach for

Creating company culture for maximum
efficiency

Striving to prevent losses with

minimum cost
Zero breakdowns and failures, Zero
accident, and Zero defects etc
The essence of team work (small group
activity) focused on condition and
performance of facilities to achieve zero loss
for improvement
Involvement of all people from top
management to operator

History of TPM
TPM is a innovative Japanese concept which
can be traced back to 1951.
However the concept of preventive
maintenance was taken from USA.
Nippondenso was the first company to
introduce plant wide preventive maintenance
in 1960.
Nippondenso which already followed
preventive maintenance also added
Autonomous maintenance done by
production operators.

History of TPM
Preventive maintenancealong
withMaintenance
preventionandMaintainability
Improvementgave birth toProductive
maintenance.
By then Nippon Denso had made quality
circles, involving the employees participation.
Thus all employees took part in implementing
Productive maintenance.

History of TPM
TPM first introduced in Japan 20 years ago
and rigorously been applied in past 10
years
TPM planning & implementation in
Japanese factories supported by JIPM
(Japan Institute of Plant Maintenance)
Awarded yearly prizes to various
industries:

Automotive
Metals
Chemicals
Rubber
Food
Glass etc.

 Initially implemented in
high-to-medium volume production
areas
Later successfully applied in:
Low-volume production
High-to-low volume assembly
Development areas
Warehouse
Whole range of industry

1950

1960

1970

1980

1990

Breakdown Maintenance
1951

Preventive Maintenance

Evolution of TPM

1957

Corrective Maintenance
1960

Productive Maintenance
1971 TPM

Total Productive Maintenance

Time-based era
QC
C
I
R
C
L
E
(1962)

Z D
G
R
O
U
P
(1965)

Condition-based

ZERO
era
A C
C A
C M
I
P
D A
E I
N G
T
N
(1971)

Role of TPM
Answers of the following questions are
able to tell what role TPM can play within
a company:
Does TPM replace traditional
maintenance techniques ?
Why is it so important ?
What are its policies and objectives ?

TPM and Traditional Maintenance

Reactive maintenance inherently
wasteful and ineffective with following
disadvantages:

No warning of failure
Possible safety risk
Unscheduled downtime of machinery
Production loss or delay
Possible secondary damage

Need for:

Stand-by machinery
A stand-by maintenance team
A stock of spare parts

Costs include:

Post production
Disrupted schedule
Repair cost
Stand-by machinery
Spare parts

 Real cost of reactive maintenance is

more than the cost of maintenance
resources and spare parts
Pro-active maintenance (planned,
preventive and predictive) more
desirable than reactive maintenance

 TPM enables or provides:

The traditional maintenance

practices to change from reactive
to pro-active
A number of mechanisms
whereby
Breakdowns are analyzed
Causes investigated
Actions taken to prevent
further breakdowns
Preventive maintenance
schedule to be made more
meaningful

To free up maintenance professionals

to:
Carry out scheduled and preventive
maintenance
Gather relevant information as
important input to the maintenance
system
Keep the system up to date
To review cost effectiveness
To develop and operate a very effective
maintenance system an integral part of
manufacturing

Why is TPM so popular and important ?

Three main reasons:

1. It guarantees dramatic results

(Significant tangible results)
Reduce equipment breakdowns
Minimize idle time and minor stops
Less quality defects and claims
Increase productivity
Reduce manpower and cost
Lower inventory
Reduce accidents

2. Visibly transform the workplace

(plant environment)

Through TPM, a filthy, rusty plant

covered in oil and grease, leaking fluids
and spilt powders can be reborn as a
pleasant and safe working environment
Customers and other visitors are
impressed by the change
Confidence on plants product
increases

3. Raises the level of workers

knowledge and skills
As TPM activities begin to yield above
concrete results, it helps:
The workers to become motivated
Involvement increases
Improvement suggestions proliferate
People begin to think of TPM as part of
the job

TPM Policy and Objectives

Policy and objectives:

To maximize overall equipment
effectiveness (Zero breakdowns and
failures, Zero accident, and Zero defects
etc) through total employee involvement

To improve equipment reliability

and maintainability as contributors
to quality and to raise productivity

TPM Basic policy and objectives

To aim for maximum economy in

equipment for its entire life

To cultivate equipment-related
expertise and skills among operators

To create a vigorous and enthusiastic

work environment

TPM Corporate policy for the following

purposes:

To aim for world-class maintenance,

manufacturing performance and quality

To plan for corporate growth through

business leadership

TPM Corporate policy:

To promote greater efficiency through

greater flexibility

Revitalize the workshop and make the

most of employee talents

Production dept.TPM to
Companywide TPM

What is TPM?
T

Total

Overall efficiency.
Total production system.
Participation of all employees.

Productive

Zero defect.
No trouble in operation.
Safety.

Maintenance

Longer life cycle of production

system.

What is TPM?

Aims at Breakthrough improvement in productivity

and reducing chronic losses to zero.
Aims at Creating a bright, clean, and pleasant
factory.
Means To reinforce people and facilities and
through them, the whole organization.
Addresses Overall equipment effectiveness.
Institutionalizes Total Employees Involvement
Participative management and an Overall-small
group organization.
Eliminates inter departmental walls and facilitates Cross
Functional Management.
Is material oriented; it seeks to keep equipment in its
intended condition.

Why TPM?
MARKET CIRCUMSTANCES

IN-HOUSE CIRCUMSTANCES

Easy funds for /capacity build

Rising cost of raw material
Higher power cost & specific
up
Market
demand
/
power
Higher
consumption sluggish, High
specific
fuel
quality competition in the
consumption
Higher man power cost
market
Result -Stiff competition, low
Heavy losses, low profit due to
returns
equipment
failures
/
low
Opportunity to earn profit
reliability / indifferent attitude
Increasing
Lower
quality
skill
levels
and
consciousness in market
involvement
New plants very efficient and
Compartmentalization,
lack
cost effective.
of
horizontal
Increasing input material cost
communication
Increasing
Low
wages
and
moral/ organizational
salaries. CRISIS FOR THE politics
COMPANY
Unsafe working
Pressure from TOP to progress

Effectiveness of TPM

RESULTS EXPECTED

ESSENTIAL REQUIREMENTS

Productivity enhancement
Employee Involvement
Cost Reduction
Top management Commitment
Delivery period shortening
Management Tools
Sales Expansion

Process
The process adopted is a proven methodology
based on:
1.Understanding the current status
2.Setting up an organisation
3.Training people
4.Identifying
improvement

model

areas

and

machines

for

initial

5.Improvement of Model machines to the original

condition and achievement of zero loss concept. Each
machine is to be improved by a Cross Functional Team
consisting of 1 team leader (Manager Level) and 5-6
members consisting of Engineer/Supervisor level.
6.Horizontal deployment of the approach to the rest of
the plant
7.

Finally covers entire organization and involve every

16 major Losses

1. Equipment failure loss

2. Set up & adjustment loss

3. Cutting tool and jig change loss
EQUIPMENT LOSS
4. Start up loss
5. Minor Stoppage and idling loss
6. Reduced speed loss
7. Defects &rework loss
8. Shutdown loss
9. Management loss
10. Operating motion loss
MAN LOSS
11. Line organization loss
12. Logistics loss
13. Measurement and adjustment loss
MATERIAL& ENERGY LOSS
14. Energy Loss
15. Die, Tool and Jig loss
16. Yield loss

OTPM

SHE

DM

E&T

QM

PM

JH

5S

2 JISHU HOZEN
THIS PILLAR DEVELOPS OPERATOR TO TAKE CARE OF SMALL
MAINTENANCE TASKS .
RESULTING SKILLED MAINTENACE TEAM TO CONCETRATE ON VALUE
ADDED AND
TECHNICAL REPAIRS .
THE OPERATOR RESPONSIBLE FOR UP KEEP OPF THEIR EQUIPMENT TO
PREVENT
STEPSIT
FROM DETERIORATING
1. Initial cleaning

2.

Counter measures for the causes of forced deterioration& improve

hard to access

3.

Preparation of tentative JH standards

4.

General inspection

5.

Autonomous Inspection

6.

Standardization

7.

Autonomous Management

3 PLANNED MAINTENANCE
THIS PILLAR

AIMED TOWARDS

TROUBLE FREE MACHINES AND EQUIPMENTS

PRODUCING DEFECT FREE PRODUCTS FOR TOTAL CUSTOMER

SATISFACTION

FOUR CATEGORIES

PREVENTIVE MAINTENANCE
BREAK DOWN MAINTENANCE
CORRECTIVE MAINTENANCE
MAINTENANCE PREVENTION

BENEFITS

ACHIEVE AND SUSTAINAVAILABILITY OF MACHINES

OPTIMUM MAINTENANCE COST
REDUCES SPARES INVENTORY
IMPROVE RELIABILITY AND MAINTENABILITY OF MACHINES

11 Steps Approach to Zero Break down

Approach to Zero breakdown
1.
Five Phases for concrete actions against breakdown
Phase 1 : Change to natural deterioration
by

Equipment Ranking)
2.

deterioration.

Analysis of present status QC

Approach

eliminating

factors of accelerated

Classify B/D data ( Including

3.

Eliminate forced deterioration

4.

Find out root cause & implement

countermeasure

Phase 2 : Extend inherent service life of

equipment by corrective
maintenance

Identify breakdown recurrence /

6.

understand phenomenon
Investigate weakness & improve
it

7.

Investigate natural deterioration

8.

Set deterioration pattern

9.

Select & evaluate maintenance

( Improvements to

overcome design limitations)

Phase 3 : Research natural deterioration
pattern.
Study how deterioration increases
over time
Phase 4 : Search which parameter to
measure for deterioration
Phase 5 : Implement predictive
maintenance

5.

point & standard

10.

Decide PM / TBM / CBM

11.

Build best maintenance

procedure

4 QUALITY MAINTENANCE
THIS PILLAR

AIMED TOWARDS

CUSTOMER DELIGHT THROUGH HIGHEST QAULITY

DEFECT FREE MANUFACTURING
ELIMINATING NON CONFORMANCES IN A SYSTMATIC MANNER
REACTIVE TO PROACTIVE LIKE (QUALITY CONTROL TO QUALITY
ASSURANCE)

BENEFITS
1.
2.
3.
4.
5.
6.
7.

DEFECT FREE CONDITION AND CONTROL OF EQUIPMENTS

QM ACIVITY TO CONTROL QUALITY ASSURANCE
FOCUS OF PREVENTION OF DEFECTS AT SOURCE
FOCUS ON POKA-YOKE (FOOL PROOF SYSTEM)
IN LINE DETECTION AND SEGREGATION OF DEFECTS
EFFECTIVE IMPLEMENTATION OF OPERATOR QUALITY ASSURANCE
ACHIEVE & SUSTAIN CUSTOMER COMPLAINT ZERO

5 EDUCATION TRAINING
THIS PILLAR

AIMED TOWARDS

DEVELOPING MULTISKILL EMPLOYEES WHOSE MORALE IS HIGH AND

WHO HAS EAGER TO COME TO WORK AND PERFORM ALL REQUIRED
FUNCTIONS EFFECTIVELY AND INDEPENDENTLY

EMPLOYEES WILL BE TRAINED TO ADDRESS THE PROBLEM BY FINDING

THE
ROOT CAUSE & ELIMINATING THEM

THE GOAL IS TO CREATE A FACTORY FULL OF EXPERTS

BENEFITS
1.

ACHIEVE AND SUSTAIN ZERO LOSSES DUE TO LACK OF KNOWLEDGE

/SKILLS /TECHNIQUE

2.

REMOVE FATIGUE AND MAKE WORK MORE ENJOYABLE

3.

UPGRADING THE OPERATING & MAINTENACE SKILLS

6 DEVELOPMENT MANAGEMENT
THIS PILLAR

AIMED TOWARDS

ection & utilization of feedback information regarding present products before

start of the design.- like MP sheet.

suring needs for Easy of manufacturing by analyzing the process for present

uring needs for Easy of manufacturing by analyzing process of new products

e of planning & design of products.

dentifying failures possibilities based on design reviews of new products.

dentifying failures possibilities based on trail manufacturing & test of new produc
BENEFITS
1.
2.
3.

REDUCES LEAD TIME TO NEW PRODUCT LAUNCH

REDUCE THE LOSSES
COST EFFECTIVE

7 SAFETY HEALTH ENVIROMENT

THIS PILLAR

AIMED TOWARDS

CREATE SAFE WORK PLACE AND SAFE WORK PRACTICE

THIS PILLAR PLAY VITAL ROLE WITH OTHER PILLARS ON REGULAR

BAISI

BENEFITS

ZERO ACCIDENT

ZERO FIRES

ZERO HELATH DAMAGES

SAFE WORKING CONDITION

SAFE WORK PRACTICE

8 OFFICE TPM
THIS PILLAR

AIMED TOWARDS

TO IMPROVE PRODUCTIVITY

EFFICIENCY IN THE ADMINSTRATIVE FUNCTIONS AND IDENTIFY TO ELEMINATE

LOSSES

ANALYZYING PROCESSES AND PROCEDURES TOWARDS INCREASED OFFICE

AUTOMATION

BENEFITS

INVENTORY REDUCTION

LEAD TIME REDUCTION OF CRITICAL PROCESS

EQUILISING THE WROK LOAD

RETRIEVAL TIME REDUCTION (REDUCE REPETITIVE WORK)

BETTER UTYILIZED WORK AREA

REUDCTION IN ADMINISTRATIVE COSTS

TPM Results in

Results in
building up corporate
thoroughly pursues production

culture

System efficiency improvement

Equipment efficiency-)

Constructs a system to prevent every kind of loss, for

example Zero
accidents, Zero defects and Zero
failures based Gemba (Work Place) and Genbutsu
(actual thing) over the entire life cycle of a production
system.

Covers all departments including production, Quality

Control, Purchase, marketing, Administration, Design
& development, Maintenance & Engineering.

Requires
all
and
full
involvement
from
top
management to frontline employees. It builds up an
overlapping
multidiscipline
process
based

OEE

that

(Overall

What is OEE?
Overall Equipment Efficiency

OEE = A x P x Q
A= Availability
P= Performance
Q= Quality

How to Calculate OEE?

Availability =

Standard time downtime

Standard time

Components Produced

Performance =

Components supposed to be Produced

Total Acceptable Components

Quality =

Total Components produced

Example 1
A medium volume manufacturing facility with a
capacity of producing 2 parts/minute actually produced
800 parts in a planned running 2 shifts of 8 hours each.
It had breaks and scheduled maintenance for 40
minutes and also faced 40 minutes breakdowns and 1
hour 20 minutes for changeover and adjustment.
Number of rejects and re-works were 10 and 6 parts
respectively. Calculate its overall effectiveness
Planned production time = 2x8 hrs. = 960 minutes
Loading time
= 960-40 (breaks & scheduled maintenance) = 920 min.
Down-time =40 (Breakdowns) + 80(Changeover & adjustment)= 120
Loading time Down time
920 - 120
%Availability = --------------------------------x100 = ----------------x100 = 87%
Loading time
920

Example 1 (Contd.)
Quantity produced
800
%Performance = --------------------------------x100 =
-------------x100 = 50%
Time run x Capacity/given time (920-120)x2

Amount produced Amount defects Amount re-work

%Quality = ----------------------------------------------------------------------x 100
Amount produced
800 10 6
= -------------------- x 100 = 98%
800
Overall effectiveness (OEE) = 0.87 x 0.5 x 0.98 x 100 =
42.6 %

Example 2
A chemical plant was expected to run for 120
hours/week continuously with production capacity
of 2400 metric tones /hour. At the end the week it
produced 220,000 tones together with a waste of
3000 tones. It had120 minutes breakdowns and
460 minutes changeover and adjustment. Calculate
plant overall effectiveness.
Planned production time = 120 hrs/week = 7200 minutes
For continuous production, breaks and scheduled
maintenance = 0
Therefore, loading time = 7200-0 = 7200 min.
Down-time = 120 (Breakdowns) + 460(Changeover &
adjustment) = 580
Loading time Down time
7200 - 580
%Availability = --------------------------------x100 =

Example 2 (Contd.)
Quantity produced
220,000
%Performance = ---------------------------x100 =
------------------x100 = 83%
Time run x Capacity
(6620)x(2400/60)

Amount produced Amount waste

%Quality = ---------------------------------------------x 100
Amount produced
220,000 3000
= -------------------- x 100 = 98.6%
220,000
Overall effectiveness = 0.92 x 0.83 x 0.986 x 100 = 75.3 %

MTBF
Mean Time Between Failure
The average amount of operating time between consecutive
breakdowns for an item of equipment (or plant).
Formula

MTBF =

Operating Time
Number of Failures or Breakdown Events

Operating time is productive time plus production delays.

Number of failures or breakdown events is the number of failures on an
item of equipment (or plant).

Interpretation

Maintenance effort required is decreasing.

Maintenance practices / mechanisms are effective.
Failure frequency is decreasing.
Operating conditions are improving.

MTBF
MTBF
Maintenance effort required is increasing.
Maintenance practices / mechanisms are
ineffective.
Failure frequency is increasing.
Operating conditions are deteriorating.

MTTR
Mean Time To Repair
The average maintenance time required to keep an item of
equipment (or plant) operational.
Formula

MTTR =

Down Time
Number of Failures or Breakdown Events

Down time is the total time equipment (or plant) is down for maintenance
work (preventive and corrective).
Number of failures or breakdown events is the number of failures on an
item of equipment (or plant).

Interpretation

Maintenance practices / mechanisms are

ineffective.
Poor clean-up (work preparation) practices.
Ineffective work practices.

MTTR
MTTR

Maintenance practices / mechanisms are effective.

Clean-up (work preparation) practices effective.
Effective work practices.

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