Chapter 6

Implementing TPM
 TPM activates and processes

The heart of the TPM process, simply stated, is the transfer of ownership and
responsibility for the basic equipment maintenance activities to trained, well-prepared
operators. This is referred to as autonomous maintenance. In this system, production
personnel assume an increased responsibility for some of the tasks that have traditionally
been per-formed by the maintenance staff, in order to optimize the performance of their
equipment. These responsibilities include maintaining equipment cleanliness, developing
lubrication standards, following inspection procedures, and taking the initiative in
workstation organization and continuous process improvement. The purpose of this
organized approach in not simply to have operators perform basic maintenance tasks
instead of maintenance personnel but to create an environment in which the operator takes
an active role in observing and taking actions to improve the overall equipment
performance and efficiency.
 Cleaning

This most important first step in the TPM implementation process is performed in each production
cell or area by a group of individuals.
Cleaning also serves as a process to get acquainted with the equipment and discover any hidden
defects, cracks, loose bolts, belts, missing parts, broken guards, leaks, and so on. The purpose of the
initial cleanings not to overhaul the equipment but to develop an understanding of the machine.
Therefore, it is necessary to obtain all available information about the equipment, such as manuals,
drawings, history, and other documentation, to discover important characteristics such as lubrication
and oiling points and all safety-related features of the equipment, and to document all new discoveries
related to the condition of the equipment. Cleaning does not end with the initial process. It is an
ongoing task to keep the equipment in a like-new condition. Cleaning also plays an important role in
identifying contaminants and their sources. Various oils, lubricants, and coolants do not simply appear
on the shop floor or the equipment. They leak out from somewhere. Try to identify and document the
source, or the root cause, of the problem. The buildup of chips and other process-generated
contaminants will result in eventual loss of speed and deterioration in the equipment performance.
Identifying the sources of such contaminants can give clues to some simple equipment design changes
or modifications, such as curtains and guards that are used to divert and collect the contaminants and
minimize their adverse effect on the equipment.
 Developing Lubrication Standards

These standards are based on manufacturer recommendations and requirements and lubrication
procedures previously performed by maintenance personnel. Allow the modification of these
procedures by the operators to best suit their routines. Develop checklists and pictorial images to
facilitate communication drawings and pictures can be used to easily identify and locate
lubrication points. Use color codes to identify and match specific lubricants with specific
equipment and eliminate the possibility of error and misapplication. Lubrication standards for all
equipment should document the type, frequency, and amount of lubricants to be used. Filter
specification and change frequency also should be stated. All safety precautions and procedures
must be clearly documented. Fig(6-4) displays equipment maintenance standards for a conveyor
system. The standards make an effective use pictorials to reduce or eliminate any chance for
confusion or errors .
 Inspection
Nobody knows the feeling of a machine better than the operator. It is his machine or her
machine. The use of the different senses, sight, hearing, touch, and smell can all occur
between the operator and any number of anomalies of the device. General inspections shall be
part of the process when the operator performs routine cleaning and lubrication procedures.
The inspection includes checking screws and other fasteners and belts, making adjustments,
replacing worn parts, feeling and checking for hot spots that may be due to friction, vibration,
or other abnormal conditions. Visual inspection of electrical components and connectors can
highlight any unsafe conditions such as loose or damaged wires. As with the lubrication
procedure, develop a checklist make process very easy. Total Productive Maintenance: The
opportunity for operators to review and modify existing procedures or recommend new
preventive and predictive maintenance practices, such as their participation and contribution to
the due maintenance of equipment. Inspections at the operator's initiative also allow
identification and elimination of the root cause of equipment failures.
This aspect of the operator's involvement should also include training and knowledge of the
operation of the facility's computerized maintenance management system. (CMMS)
 Organizing the workplace
Equipment management and workplace organization play an important role in quality
and productivity. There must be a place for every item, for every piece, for every
tool, and so on, and every item must be put in its proper position. Safety principles,
traffic economy, and work environment must be taken into consideration when
designing and organizing the workplace. Managing equipment and maintaining the
workplace and cleanliness is an integral part of keeping equipment and the facility
clean and safe.
 Continuous Process Improvement

As previously stated, TPM is not merely a maintenance program; rather, it is

a comprehensive program aimed at improving overall quality and
productivity of the enterprise by increasing performance effectiveness and
eliminating waste. Factors such as delays due to material short age,
excessive setup time, manufacturing or material handling steps that are
unnecessary, excessive inventory, and a host of other variables have the same
adverse effect on productivity and efficiency as do equipment breakdowns
and failure. Production personnel are acutely aware of these wasteful
procedures and are an invaluable source for process improvement. With
proper TPM training and implementation, operators can formally and
systematically take an active role in analyzing and improving various
manufacturing and processing steps.
The traditional industrial engineering methodology of analyzing steps that are required to
perform a task to eliminate, reduce, or simplify each step has an important place in TPM
and overall performance improvement. Continuous process improvement (CPI) can and
must be used to
• Reduce setup and manufacturing cycle times.
• Reduce and simplify material handling and inspection.
• Eliminate or minimize work in process.

There are a variety of tools such as process charts, process maps, and flow diagrams that
are available for this purpose.