Total Productive Maintenance

(TPM)
Dr. David Baglee.
Faculty of Applied Sciences
School of Computing & Technology
University of Sunderland

david.baglee@sunderland.ac.uk
extn: 2869

David Baglee
Modern Maintenance
Practices: The need
• Rapid Changes over the past 20 years
– Increase in the value of assets
– Increased complexity of assets
– New maintenance methods
– Changing views of organisations and
responsibility of maintenance

David Baglee
Changing Awareness
• Growing awareness of how equipment failure
affects safety and environment
• Awareness of connection between maintenance
and product quality
• Pressure to achieve increased levels of
equipment availability and maintain costs

David Baglee
Attitudes and Skills

• Maintenance staff need to adopt new ways of

thinking
• Managers are seeking a new approach to
maintenance
• Operator involvement

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New Techniques
• The pressure for change have resulted in several new
techniques for maintenance planning and management
• New tools include:
– Decision support tools (expert systems)
– Equipment design
– Organisational changes
– Maintenance techniques: TPM

David Baglee
TPM Introduction
• TPM created in Japan, based upon the American
concept of preventative maintenance
• Examined corrective maintenance, maintenance
prevention reliability engineering etc..
• The aim was to develop an all encompassing
manufacturing philosophy
• A unique aspect was the involvement of
operators under Autonomous Maintenance
David Baglee
TPM Introduction
• TPM born within Nippondenso a
components supplier to Toyota in 1969
• The aim was to supply Toyota on a Just in
time basis
• This required the highest levels process
reliability

David Baglee
TPM- Definitions
• TPM - Total Productive Maintenance is a
philosophy of manufacturing that focuses on the
effective relationship of workers to equipment
and the meaning and elimination of waste.

• TPM improves the company by improving its

personnel and its equipment.

• It is a manufacturing philosophy not an

engineering system

David Baglee
TPM Principles
• Many studies have shown that 60% of
breakdowns are caused by contamination
and poor lubrication

• Cleaning and “appropriate” routine

maintenance can detect and prevent 70%
of all breakdown causes

David Baglee
 Elements of TPM
1. Maximise Overall Equipment Effectiveness (OEE)

2. Develop Productive Maintenance

(Reliability & maintainability)

3. Involve all departments who plan, design, use & maintain

4. Involve all employees from Top Management to Shop

floor

5. Promote TPM through Small Group activity

David Baglee
1. Equipment Effectiveness (OEE)

1. Measure Overall Equipment Effectiveness (OEE)

– Availability

– Performance

– Quality

• Eliminate the 6 Big Losses

David Baglee
The 6 Big Losses

1. Equipment Failure (Breakdown)

2. Set-up and adjustment Availability

downtime

3. Idling and minor stoppages Performance

4. Reduced Speed

5. Quality Defects and rework Quality

6. Start up losses
David Baglee
Definition
• Availability: determines how much time the Process is
available for production. Shutdowns, Breakdowns, or Set
up and Adjustment times reduce availability of a
process.
• Performance Rate: reflects the level of actual
production with respect to desired production rate.
Inherent machine problem causes in reduced
Performance rate
• Quality Rate: reflects the level of Quality products
produced out of the total produced quantity. Defective
products reduce Quality Rate.

David Baglee
 Effect of 6 Big Losses

TOTAL AVAILABLE TIME

1. Equipment Failures
Breakdown
Operating Time
Losses 2. Set Up & Adjust

Net 3. Idling & minor stops

Speed
Operating
Losses 4. Reduced speed
Time

Valuable 5. Defects in process

Defect
Operating Loss 6. Reduced Yield
Time

David Baglee
 Effect of 6 Big Losses

TOTAL AVAILABLE TIME 1. Equipment Failures Total Time- Downtime

Total time X 100
Availability =
Breakdown
Operating Time Losses
2. Set Up & Adjust

Net 3. Idling & minor stops Actual Rate While running

Speed Performance = Design Rate X 100
Operating Losses
Time 4. Reduced speed

5. Defects in process Material in - 1st grade out

Valuable
Defect
Quality = Material in X 100
Operating Loss
Time 6. Reduced Yield

David Baglee
Equipment Effectiveness
Availability x Performance x Quality

Availability = time available for production – downtime

time available for production
Performance = actual production
ideal production or capacity

Quality Yield = total quantity produced – quantity out of spec

total quantity produced

David Baglee
What should you expect?
Based on results consistently obtained by Companies
meeting the standard of the Japan Institute for Plant
maintenance achievable TPM goals are:

Availability: Greater than 90%

Performance: Greater than 95%
Quality Rate: Greater than 99%

90% X 95% X 99% = an OEE of 85%

David Baglee
TPM Pillars
2. Involve all departments
• From Concept through Design to Operation and
Maintenance all functions must play their part.
• The Business strategy must cascade through the
entire organisation and be consistent with
maintenance excellence

3. Involve all employees

• Starting with Management Commitment everybody
in the organisation should understand their role in
the delivery of TPM and be able to contribute

David Baglee
TPM Pillars
4.Team working
– Overlapping teams throughout the organisation
– Skills and knowledge combined
– Management, maintenance and operators
– Shared responsibility

– Possible cultural problems?

David Baglee
Pillars of TPM
5. Autonomous Maintenance

– Prevent deterioration:
– Operate equipment correctly
– Clean, lubricate and tighten bolts
– Make adjustments (mainly set-up)
– record data on breakdowns and malfunctions
– Work with Maintenance to make improvements
– Conduct daily inspections
– Conduct certain periodic inspections
– Develop Checklists

David Baglee
TPM IMPLEMENTATION
• Develop and implement:
– Cleaning instructions
– Lubricating
– Checks and adjustments
– Data collection techniques
– Continuous improvements

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 Before

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 After

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 Workplace Organisation
• TPM requires a thorough implementation of the 5S’s.
• 5S methodology is a highly successful technique used to promote
clean, organised and disciplined working environment
• The 5S’s are a step-by-step approach common sense approach to
organising any workplace by involving all employees who normally
work in an area.

• Sort
• Store
• Sweep and Shine
• Standardise and Share
• Self Discipline

David Baglee
 Sort & Store
Objective: To remove unneeded items and locate a specific place for specific items
Decide what is needed and to be kept, and what is not needed to be discarded
Key technique: Red tagging and sign boarding

David Baglee
 Sweep and Shine
Objective: To use cleaning to identify abnormalities and areas for
improvement
Key technique: Clean to inspect, visual sweeping

David Baglee
 Standardise & Share
Objective: To consolidate the first three S’s by establishing standard
procedures
Determine the best work practices
Key technique: Visual management

David Baglee
 Self Discipline
• Objective: To sustain improvements and
develop an environment for future
improvements.

• Key techniques: Auditing, training, 5S

promotional campaigns, reward and
recognition.

David Baglee
 Wrong Approach to TPM
• Production make a plan
– Maintenance dept, not included
• Plan given to operator to carry out all
tasks
• Tell operator to improve or move on!

David Baglee
 TPM IMPLEMENTATION
• Approach in a structured way
• Accept 3-5 yrs
• Culture shift (we use, you repair)
• Measure benefits (OEE)
• Support from everyone involved
• Regular audits
• Development ‘new’ maintenance system
• Improve personnel training and development

David Baglee
Summary
• TPM is not easy to implement
• Based upon shop floor teams
• Focus on machinery conditions and improvement
• Compatible with and complementary to other
quality initiatives
• Implements Total Quality at the ‘sharp end’

David Baglee