TOTAL

PRODUCTIVE
MAINTENANCE

Prof. Haroon
Chughtai
 TOTAL PRODUCTIVE MAINTENANCE ….

GOAL
1. Increase production while,
at the same time, increasing
employee morale and job
satisfaction.

2. Hold emergency &

unscheduled maintenance to
a minimum.
Maintenance is no – longer regarded
as a Non – Profit activity. 0
8
 TOTAL PRODUCTIVE MAINTENANCE ….

Why we need TPM ?

The major objectives of the TPM are listed as under :

4. Avoid wastage in quickly changing environment.

5. Reduce Cost of Manufacturing.
6. Produce a low batch quantity at the earliest possible time.
7. Goods send to Customers must be “ non – defective”
 TOTAL PRODUCTIVE MAINTENANCE ….

TYPES OF MAINTENANCE
2. Breakdown Maintenance
3. Preventive
Maintenance a). Periodic
Maintenance b).
Predictive Maintenance
4. Corrective Maintenance
5. Maintenance Prevention
 TOTAL PRODUCTIVE MAINTENANCE ….

TPM TARGETS
2. PRODUCTION
I). Obtain Minimum 80% Overall Production Efficiency
ii). Obtain Minimum 90% Overall Equipment
Effectiveness
iii). Run the Machine during lunchtime
3. QUALITY
Operate in a manner, so that there are no customer
complaint
5. COST
Reduce the manufacturing cost by ----- Per Cent
7. DELIVERY
Achieve 100% success in delivering the goods as
required by the customer
9. SAFETY
Maintain an accident free environment
11. MULTYTASK
Develop multiskilled & flexible workers.
 TOTAL PRODUCTIVE MAINTENANCE ….

Motives of TPM
b) Adoption of Life – Cycle approach for improving the overall
performance of production equipments
c) Improving Productivity by highly motivated workers which
is achieved by Job – Enlargement
d) Formation of team of volunteers for activities viz, cause of
failure, possible reduction of cycle time; and equipment /
process modifications.
Uniqueness of TPM
The major difference between TPM and other concepts is that the
operators are also made to involve in the maintenance process.
 TOTAL PRODUCTIVE MAINTENANCE ….

Direct Benefits of TPM Indirect Benefits of TPM

2. Increase Productivity and 2. Higher confidence level among
Overall Plant Efficiency by 1.5 the workers
to 2 times 3. Keep the work place clean, neat
3. Rectify customers complaints and attractive
4. Reduce manufacturing cost 4. Favourable change in the
by attitude of the operators
….percent 5. Achieve goals by working as
5. Satisfy the customers needs Team
by 100% 6. Share knowledge and
6. Reduce accidents experience
7. Comply with all relevant 7. The worker get a feeling of
governmental regulations OWNING the machine
 TOTAL PRODUCTIVE MAINTENANCE ….

Introducing TPM at a Production Unit

STEP – 1. Preparatory Stage

 Announcement by TOP MANAGEMENT to all
about TPM introduction in the organization
 Initial education and publicity for TPM
 Setting up TPM & Departmental committees
 Establishing the TPM working systems & target
 A master plan for institutionalizing
STEP – 2. Introduction Stage
STEP – 3. Implementation
STEP – 4. Institutionalizing
Stage
 TOTAL PRODUCTIVE MAINTENANCE ….

TOP
MANAGEMENT
5S

Autonomus
Maintenance TPM
OFFICE TPM Responsible
Planned Plant Manager
Maintenance

Individual
Improvement

Quality Training &

Early Equipment Safety
Maintenance Management Development
TOTAL PRODUCTIVE MAINTENANCE ….

PILLARS OF TPM

JISHU HOZEN
KOBETSU KAIZEN
Planned Maintenance
Quality Maintenance
Training
Office TPM
Safety , Health &
Environment

SEIRI 5S SHITSUKE
SEITON SEISO
SEIKETSU
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OFTPM

PILLAR 1 : 5 S
TPM starts with 5S. Problems can not be clearly seen
when the workplace is unorganized. Cleaning and
organizing the workplace helps the team to uncover
problems. Making problems visible is the FIRST STEP
of improvement.
SEIRI – SORTOUT
SEITON – ORGANIZE
SEISO – SHINE THE WORKPLACE
SEIKETSU – STANDARDIZATION
– SELF DISCIPLINE
SHITSUKE
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OFTPM

PILLAR 2 :JISHU HOZEN

(Autonomus Maintenance)
This pillar is geared towards developing
Operators to be able to take care of
small maintenance tasks, thus freeing
up skilled maintenance people to
spend time on more value added
activity and technical repairs. The
operators are responsible for up keep
of their equipment to prevent it from
deteriorating.
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OFTPM

PILLAR 2 :JISHU HOZEN….

POLICY
4. Uninterrupted operation of equipments
5. Flexible operators to operate & maintain other equipments
6. Eliminating the defects at source through active employee
7. participation Stepwise implementation of JISHU HOZEN activities.
JH TARGETS
9. Reduce process time by ………%
10. Reduce oil/ lubricants consumption by ………..%
11. Increase use of JH
JH STEPS
13. Preparation of employees
14. Initial cleanup of machines
15. Take counter measures
16. Fix tentative JH standards
17. General inspection
18. Autonomus inspection
19. Standardization
20. Autonomus management
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OFTPM

PILLAR 3 : KAIZEN
KAI means change and ZEN means good (for the better).
Basically Kaizen is for small improvements, but carried
out on a continual basis and involves all people in the
organization. The principal behind is that “ a very large
number of small improvements are more effective in an
organizational environment than a few improvements of
large value.

This pillar is aimed at reducing losses in the work place

that affect our efficiencies. By using a detailed and
through procedure, we eliminate losses in a systematic
method using various Kaizen Tools. These activities are
not restricted to production areas and can be
implemented in administration area as well.
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OFTPM

PILLAR 3 : KAIZEN….
POLICY –
1. Practic
e
concep
ts of
Zero
Losses
in
every
sphere
of
activiti
es.
2. Relentl
ess
pursuit
to
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OFTPM

PILLAR 4 : PLANNED MAINTENANCE

It is aimed to have trouble free machines and equipments producing
defect free products for total customer satisfaction.

With planned maintenance, we evolve an effort from a reactive to a

proactive method and use trained maintenance staff to help train the
operators to better maintain their equipment.

Policy:

 Achieve and sustains availability of machines

 Optimum maintenance cost.
 Reduce spares inventory.
 Improve reliability and maintainability of
machines.
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OFTPM

PILLAR 4 : PLANNED MAINTENANCE….

TARGET:
1. Zero equipment failure and breakdown.
2. Improve reliability and maintainability by 50%.
3. Reduce maintenance cost by 20%.
4. Ensure availability of spares all the time.

STEPS:
 Equipment evaluation and recording present status.
 Restore deterioration and improve weakness.
 Building up information management system.
 Prepare time based information system, select equipment, parts and
members and map on the plan.
 Prepare predictive maintenance system by introducing equipment
diagnostic techniques and
 Evaluation of planned maintenance.
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OFTPM

PILLAR 5 : QUALITY MAINTENANCE (QM)

It is aimed towards customer delight through highest quality through
defect free manufacturing. Focus is on eliminating non-conformances
in a systematic manner. We gain understanding of what parts of the
equipment affect product quality and begin to eliminate current quality
concerns then move to potential quality concerns. Transition is from
reactive to proactive.

POLICY:
 Defect free conditions and control of equipments
 QM activities to support quality assurances.
 Focus of prevention of defects at source
 Focus on fool proof (POKAYOKE) system.
 In-line detection and segregation of defects.
 Effective implementation of operator quality
assurance.
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OFTPM

PILLAR 5 : QUALITY MAINTENANCE (QM)…

TARGET:
Achieve and sustain customer complaints at zero.
Reduce in-process defects by 50%.
Reduce cost of quality by 50%.

DATA REQUIREMENTS:

Quality defects are classified as “CUSTOMER END DEFECTS” and

IN HOUSE defects. For customer-end data, we have to get data on

1. Customer end line rejection

2. Field complaints

In-house data include data related to products and data related to

process.
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OFTPM

PILLAR 6 : TRAINING
It is aimed to have multi-skilled revitalized employees whose
moral is high and who has eager to come to work and perform
all required functions effectively and independently. Education is
given to operators to upgrade their skill.

The employees should be trained to achieve the form phase of

skill which are as under:

PHASE 1: Do not know.

PHASE 2: Know the theory but cannot do.
PHASE 3: Can do but cannot teach.
PHASE 4: Can do and also teach.
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OFTPM

PILLAR 6 : TRAINING….

POLICY :
4. Focus on improvement of knowledge skill & techniques.
5. Creating a training environment for self learning based on felt needs.
6. Training curriculum/tools/assessment etc. Conductive to employees’
revitalization.
7. Training to remove employee fatigue and make work enjoyable.

TARGET:
10. Achieve and sustain downtime due to want men at zero on critical
machines.
11. Achieve and sustain zero losses due to lack of
knowledge/skills/Techniques
12. Aim for 100% participation in suggestion
scheme.
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OFTPM

PILLAR 6 : TRAINING….

STEPS IN TRAINING ACTIVITES:

4. Setting policies and priorities and checking present status of
education and training.
5. Establish of training system for operations and maintenance
skill up gradation.
6. Training the employees for up gradation the operation and
maintenance skills.
7. Preparation of training calendar.
8. Kick-off the training.
9. Evaluation of activities and study of future approach
 TOTAL PRODUCTIVE MAINTENANCE ….
PILLARS OFTPM

PILLAR 7 : OFFICE TPM

Office TPM should be started after activating from other pillars of TPM (JH, KK, and
QM.PM). Office TPM must be flowed to improve productivity, efficiency in the
administrative function and identify eliminate losses. This includes analyzing process and
procedure towards increased office automation. Office TPM covers twelve major losses.
These are:

5. Processing loss
6. Cost loss including in areas such as procurement, accounts marketing leading to high inventories.
7. Communication loss.
8. Idle loss.
9. Set-up loss.
10. Accuracy loss
11. Office equipment breakdown.
12. Communication channel breakdown.
13. Time spent on retrieval of information.
14. Non availability of correct on line
15. stock status.
16. Customer complaints due to logistics.
Expense on emergency dispatches/purchases.