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Definition:-
TPM (Total Productive Maintenance) is a maintenance philosophy
designed to integrate equipment maintenance into the manufacturing process.
The goal of any TPM program is to eliminate losses tied to equipment
maintenance or, in other words, keep equipment producing only good product,
as fast as possible with no unplanned downtime.
TPM`s Basic Elements:
1. Maximizes equipment effectiveness.
2. Establishes a thorough system of preventative maintenance (PM) for theequipment`s entire life span.
3. Implemented by various departments (engineering, operations, maintenance).
4. Involves every single employee- from top management to workers on the floor.
5. Based on the promotion of productive maintenance through workforce motivation
management via autonomous small group activities.
OBJECTIVES:-
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Total Productive Maintenance (TPM) can drastically improve maintenance
strategy and efficiency achieved by industries. TPM can properly optimize the
synergy between operators and plant equipment. Furthermore, TPM can also give
contribution to the environmental conservation and work comfort ability. Many
industries in United State of America and Japan have proven how well-implemented
TPM in their industries, have given high cost saving, long lasting continuous
operation, and health & safety program improvement.
This course will present the philosophy of TPM, including on how to
implement that program in the company. It is expected that the participants can
absorb comprehensive a lesson-learned regarding TPM, and implement the TPM
concept and knowledge in their working environment to improve maintenance
management, productivity leading to maximum plant availability with good safety
records.
The main objectives are :-
• To understand the concept of Total Productive Maintenance
• Goals & Pillars
• Implementation of Total Productive Maintenance
• Benefits of Total Productive Maintenance
• Reasons of Failure .
The Goal of Total Productive Maintenance (TPM) :-
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To achieve overall equipment effectiveness, TPM works to eliminate the six big
losses that are formidable obstacles to equipment effectiveness:
Down Time
1. Equipment failure - from breakdowns
2. Setup and adjustment - from exchange of die in injection molding machines,etc.
Speed losses
3. Idling and minor stoppages - due to the abnormal operation of sensors,
blockage of work on chutes, etc.
4. Reduced speed - due to discrepancies between designed and actual speed of
equipment.
Defects
5. Process defects - due to scraps and quality defects to be repaired.
6. Reduced yield - from machine start-up to production stability.
Target:
1. Zero accident,
2. Zero health damage
3. Zero fires.
In this area focus is on to create a safe workplace and a surrounding area that
is not damaged by our process or procedures. This pillar will play an active role in
each of the other pillars on a regular basis.
A committee is constituted for this pillar which comprises representative of
officers as well as workers. The committee is headed by Senior vice President
( Technical ). Utmost importance to Safety is given in the plant. Manager (Safety) is
looking after functions related to safety. To create awareness among employees
various competitions like safety slogans, Quiz, Drama, Posters, etc. related to safetycan be organized at regular intervals.
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We expect our machines to work without failures , produce high quality
output , at the same time consume very less manpower , raw materials , electrical
energy , tools/consumables etc. but this is highly difficult to realize in practice
unless the approach is towards identifying the losses and eliminating them. Total
productivity maintenance , shortly termed as TPM , provides means to achieve and
maintain high levels of productivity.
TPM is based on zero loss concept , viz. ZERO ACCIDENTS , ZERO
DEFECTS and ZERO BREALDOWN , which render equipment highly
“effective”.
TPM is deployed through a unique 8 pillar approach for easy deployment in any
industry of any age.
TPM’s 8 PILLARS :-
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1. Autonomous Maintenance (JISHU-HOZEN):-
Autonomous maintenance is the cleaning, checking, discovering hidden faults
and undertaking simple adjustments by the operators, systematically trained
through a step-by-step program. Autonomous management is to prevent
reoccurrence of the defects by taking pre –emptive actions by the operator. “This
is my machine and I must maintain it” is the underlying philosophy of
autonomous maintenance.
A typical autonomous maintenance follows step-by-step process under:
1. Training to create awareness for equipment cleaning among the circle
members.
2. Preparation of cleaning schedule.3. Model equipment cleaning by section manager
4. Elimination of dirt , dust and oil spillage
5. Establishing basic equipment condition-
A. Cleaning
B. Tightening
C. Lubrication
6. Improving hard to clean, hard to inspect and hard to lubricate.
7. Counter measure to avoid reoccurrence.8. Preparation of lubrication standards.
9. Preparation of general inspection check list.
10. Preparation of process inspection check list.
11.Preparation of cleaning Standards .
12.Preparation of autonomous maintenance check list.
13.Auditing of JISHU-HOZEN activities at every step
14.Motivation by reward schemes.
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2. KOBETSU – KAIZEN :-
Kobetsu kaizen is to continuously improve utilization of worker’s,equipment and material through continuous improvement in the processes and
procedures etc.
It analyses the various causes of time losses and evolve solutions to the
chronic problems.
The following are the big six losses:-
1. Breakdown losses
2. Setup and adjustment losses
3. Idling and minor stoppage losses
4. Speed losses.
5. Quality defect and rework loss
6. Start up losses.
Steps involved to develop Kobetsu Kaizen are :
a. Select equipment / line / process
b. Organize project teams.
c. Collect loss data and summaries present losses
d. Draw kaizen Themes
e. Set targets
f. Analysis and recommendation by the team
g. Display results.
Benefits of Kobetsu – Kaizen are reflected in reduced –
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a. Equipment failures
b. Equipment breakdowns
c. Job change time
d. Tool change time
e. Minor stops
f. Management Losses-
1. Want of operators
2. Want of tools
3. Materials
g. Manufacturing Cost.
3. PLANNED MAINTENANCE :-
Planned maintenance is to achieve “Zero breakdown” by improving the
efficiency of traditional preventive maintenance activities.
Planned maintenance encompasses three forms of maintenance:
a. Corrective maintenance to repair, adjust or replace unsatisfactoryequipment creation.
b. Preventive maintenance to repair, adjust or replace unsatisfactory
equipment to prevent future occurrence of breakdowns.
c. Predictive maintenance to replace fault parts prior to failure without
affecting production by predicting a failure before it occurs with enough
time to be able to make arrangement. Predictive maintenance makes use
of different condition monitoring techniques.
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Planned maintenance aims at :-
Focusing on “planned maintenance” rather than “breakdown maintenance”. Achieving stable production by eliminating equipment failure.
Supporting autonomous maintenance.
Increasing meantime between failures (MTBF).
Reducing maintenance cost.
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Activities involved are :-
1. Maintenance of equipments condition.
• Product Leakage
• Lubricant leakage
• Nut/ bolt tightening and small fixing.
2. Maintenance of operating condition.
• Set design capacity
• Standardize operating method
• Set environmental condition
3. Restoring deterioration
• Daily check points
• Weekly check points
• Calendar based check points
• Shutdown based check points
4. Improving design weakness5. Skill improvement
6. Reliability based maintenance
• Review of equipment maintenance
• Failure pattern and failure analysis
• Reliability based assessment
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7. Maintenance cost control
• Improving life of equipment
• Material substitution
• Change of supplier
•
Rebuilding and reconditioning• Improving maintenance practices
• Import substitution
• Development of in-house of repair facilities
• Spare parts control
• Inventory reduction.
Benefits of planned maintenance are :-
Zero equipment failures and breakdowns
Improved reliability (MTBF)
Improved maintainability (MTTR)
Reduced maintenance cost.
4. QUALITY MAINTENANCE
Quality maintenance is to prevent quality defects (i.e. achieve zero defect
situation) by –
a. Incorporating quality into product through process and equipment
rather than controlling quality by inspecting products and taking action
against defects rather they have occurred.
b. Maintaining perfect machine and tooling condition so that defectives
are not produced.c. Setting and maintaining optimal process condition to get quality
product.
d. Preventing occurrence of defects by periodic measurements and
verification of standards.
e. Taking counter measures (quality kaizen).
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Quality maintenance pillar focuses on four production inputs:
a. Men
b. Materials'
c. Machinery and
d. Methods.
Activities under quality maintenance embraces following activities:-
a. Preparation of quality assurance matrix
b. Identifying co-relation between quality variation and condition
c. Implementation of quality management systems (ISO-9000)
d. Preparation of problem charts (chronic problems).e. Evaluation of problem severity by using failure mode and effect
analysis (FMEA).
f. Using team approach to track down root causes of the problem.
g. Assessing the impact of the proposed counter measures.
h. Implementing of the improvements in the current process
technology.
i. Training of customer for right product application.
Benefits of this pillar are :-
Reduction in customer quality complaint
Reduction in inspection time
Reduction in process defects.
5. MAINTENANCE PREVENTION and EQUIPMENT INITIAL
CONTROL :-
Maintenance prevention design and initial equipment control is designed to
facilitate
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a. Most efficient equipment investment aimed at achieving vertical
start upon full production.
b. Design of equipment which is highly functional, easy to maintain
and which does not fail.
c. Shorten the period of development.d. Achieve low life cycle of equipments.
Activities involved
Following activities may be carried out under this pillar:
a. Initial investment control by preparing block sanction report
effective equipment investment along with scheme for early startup.
b. Activities to study weakness of present equipments.
c. Preparation of MP design sheets for feeding the information
design to enhance the equipment reliability and maintainability.
d. Feed MP design information to sister units.
e. Life value analysis for costly spares / equipments.
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6. EDUCATION AND TRAINING :-
Since success of all other pillars of TPM depends upon the success of
education and training, this is one of the pillars which have direct linkages to
other pillars. The aim of education and training under TPM is –
To develop talent in equipment maintenance and operation.
To develop skill for zero defects, zero breakdowns and zero accidents.
To develop abilities to discover and analyses malfunctions and improve
equipment functioning.
To have multi – skilled in all departments.
Activities Involved
The following activities can be placed under this pillar:
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• Workers skill level assessment in 4 categories to identify their class
room as well as ‘on the job (ojt) training’ needs:
- Cannot do
- Can do- Can do well
- Can teach
• Setting training targets.
• Preparing annual training calendar
• Development of in- house training facilities
• Development of on-the-job training workshops.
• Depute employees to outside training programmes on special subjects.
• Post training evaluation to access effectiveness.
7. OFFICE TPM :-
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Office TPM is to eliminate problems in the non – shop floor areas so that
offices are oriented for excellent support for manufacturing. Typical office
problems analyzed under office TPM are : non availability of files / documents
in time , lengthy meetings without poor agenda , poor housekeeping , insufficient
storage , high inventory , slow manual working , duplicate work , etc.
TPM aims at:-
• Improvement in filing system
• Paperless working
• Office automation
• Reduction in product inventory
• Increase in office productivity
• Speedy communication.
Activities involved:-
The following activities are placed under this pillar:
• 5 ‘S’ implementation
• Improved filing system for easy accessibility and quick retrieval within X (say
45) seconds.
• Building up a system of administrative autonomous maintenance.
• Improving administrative capacity through education and training.
• Creating an efficient staffing system.
• Office automation inventory standards and control system
• Speedy communication.
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8. Safety , hygiene and environmental control :
Safety, hygiene and environment control is to identify and eliminate all
hazard by adopting safe, hygiene and environment friendly activities to prevent
death , disability injuries and occupational diseases at work.
TPM is one of the best tools to enhance safety and environment at work
place through small group activities and involvement at all levels of
organizations for common goal of “Zero accidents” and “Zero pollution”.
TPM aims at-
• Zero accidents• Zero occupational disease
• Zero pollution
Activities involved:-
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Following activities can be placed under this pillar:-
1. Safety and environment policy
2. Safety related activities-
• Preparation of safety manual
• Safety audits
• Implementation of safety work permit system
• Introducing safety award scheme
• Display safety posters and slogans
• Celebration of safety week
• Regular monitoring and analysis of accident cases
3. Pollution control related activities:-
• Initial environment review
• Eliminating of leakage, spills, dust etc.
• Up gradation of existing pollution control equipments
• Tree plantation
• Creating awareness of environmental control through class room
lectures.• Distribution of literature and leaflets , celebration of environment day ,
etc.
• Regular environment audits
4. Detection of problems that may affect safety or environment
5. Hygiene audits
12 – Steps procedure for implementation of TPM
Step 1: Declaration by top management to introduce TPM
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The top person of the organization announces the introduction of TPM in
the company at a gathering of all employees after deliberations on TPM in
apex body and discussion with union leaders. The announcement is also
printed in the company’s notice board.
Step 2: Introductory education and campaign for TPM
All managers are made to attend a TPM course which is generally
2-3days duration.
• Outline of TPM
•
12 steps to implement TPM• One / two exercise on the TPM’s 8 Pillars
• Visit to a few successful TPM companies.
Seminar talks and videos shows are organized to introduce concept to
general employees.
Posers and banners are put at strategic locations to create awareness /
enthusiasm among the employees.
Study groups of selected employees are formed to study books /literature on TPM and disseminate knowledge among others
TPM consultant (JIPM) is selected and arrangements are finalized.
Step 3: Create organization to promote TPM
A steering committee comprising of senior management is
formed for the overall policy, direction, result and progress of TPM. The
steering committee is headed by the company’s top person. The
members of the said committee serve as leaders of 8 TPM pillars.
Eight special committee are set up for the 8 TPM pillars from the
middle management level .the 8 TPM pillar committees constitute the
company’s formal TPM organizations.
TPM promotion secretarial is set up with full – time staff.
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Two model circles – one for the autonomous maintenance and another
for the office TPM are set up.
Step 4: Setting basic policy and targets for TPM
The policy of using TPM to achieve the company’s objectives and
targets is set out by the top management. Only important indicators such
as sales, profitability, employees’ productivity, equipment efficiency etc.
are to be considered as objectives.
Benchmarking exercise is undertaken to determine current status of the
indicators.
Targets are set for key performances areas. The targets must be SMART
(i.e. specific, measurable, achievable, realistic and time bound) targets.
Step 5 : Preparation master plans for implementing TPM
A detailed plan for implementation of each TPM pillar, until the targeted
date of the TPM excellence Award’s audit, is drawn discussed and finalized .
The plans are drawn carefully and in-depth. If the plans are not carefully
draw, target dates will be missed and key resources wasted.
Step 6: TPM kick- off
Top management from headquarter, affiliated companies, suppliers areinvited and a large scale event is held to kick off TPM project in the
organization. The event is generally half – day affair involving presentations
by the management model circles.
Pledge ceremony for employees representatives (employees taking to
do TPM)
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Initial flow control for new products and equipment (or early management) to
ensure easy to manufacture product development (i.e. shortest time to move from
design to regular production for new products and equipment) and easy –to – operate
equipment.
Quality management to achieve zero defect status by ensuring defect free
equipments and standardize process conditions.
Office TPM to increase productivity and efficiency of the administrative and
support functions.
Safety, hygiene and environment to achieve zero accidents and zero contamination
(i.e. zero pollution).
Sub steps common to all pillars are:
Form a model circle on a pillar
Model circle to work on small focus are (e.g. small office for office
TPM pillar, one machine for implementing autonomous management,one small section to implement safety and environment pillar etc.) in
the section.
Standardize steps.
Form general circles on the pillar
Extend / deploy the standardized steps to whole area to achieve the
goals of the pillar.
Conduct PDCA and kaizen on the pillar until achievement of the
desired results on the pillar.
Step 12: Total application of TPM and raising its level
TPM promotion committee monitors, on continuous basis,
implementation through periodic meetings.
Set targets are evaluated continually through periodic basis on scale of
PQCDSM (productivity, quality, cost, delivery, safety and morale).
Various award schemes like best Kiazen Themes, Best TPM Circles,
Best presentation board etc. are implemented for motivation of employees.
Monthly communication meetings are held to present achievement of
different circles.
BENEFITS OF TPM
TPM can results in following benefits to the organization –
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Greater equipment availability
Low production cost
Development of employees
Greater employee involvement due to small group activities
Improved quality
Few customers complaints Few industrial accidents
Improved workers morale
Clear distinction between responsibility and authority
Improved company’s competitive strength
TPM V/S TQC , TQM , LEAN MANUFACTURING , Theory Of
CONSTRAINTS
TQC / TQM TPM Theory of Constraints
Lean ( JIT &TPS)
Six Sigma
First
Mentioned
1960s 1980s 1970 1984 1988 Late 1980s
Origin ‘Gurus’ Like
Shewarts Juran ,Deming And
Crosby
Nippondenso Goldratt Tyota (Toyoda
Ohno & Shingo)And NUMMI
(Womack &
Jones)
Smith of Motoro
And GeneralElectrics
Focus Reduction of
variation quality
of processes and product
Waste Loss ,
reduction of
downtime
Exploitation of
constraints &
subordinationof non –
constraints to
the constraintin order to
increase
through put
Value Creation
material
&Informationflow pull
perfection
Reduction of
variation
Distinguis
h & value
adding
contributi
on
Statistical
Quality control.
Involvement of
other Departments.
Process
Orientation TheReduction of
variation
increases quality
Team
involvement on
the shop floor.
Preventivemaintenance leads
to reduction of
downtime. Ahigher process
capability zero
defects.
Focus
Mechanisms
one constraints
Pull taktime
heijunka. One
piece – flow.
Value streammapping.
Respect for
people
Organizationa
structure with
improvement
experts (black beand green
belts).Project
oriented.Quantification
cost savings
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Any company trying to achieve World class status through other programs
such as Computer Integrated Manufacturing (CIM) , Just in Time (JIT), Total
Quality Control (TQC), Total Employee Involvement(TEI) , or LEAN
Manufacturing , Will soon find what this program’s will not work without total
reliability of the company’s assets , which is the primary responsibility of the
maintenance organization . In particular , Just In Time , Total Quality Control , And
Total Productivity Maintenance are all essential . Without Full utilization of these
programs , The goal of being globally competitive will never be………..
IMPACT :-
Positive :-
1. Productivity – Productivity Improvement Reduction in number of sporadic failures
2. Quality –
Reduction in product defects , Reduction in customer complaint.
3. Cost –
Reduction in maintenance cost
4. Delivery –
Reduction in product inventories.
5. Safety –
Reduction in accident elimination pollution.6. Motivation –
Increase in number of employee suggestion.
7. Self maintenance –
Operator to take care of machine themselves.
8. Confidence –
Zero Break down and zero defects operator get new confidence their own
abilities.
9. Clean Environment –
Work place used to be clean and pleasant
10. Improved the Image –
Company image improve so possibility of increase in orders.
Negative :-
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1. Poor Equipment Utilization
2. Poor customer satisfaction
3. High Accident rate
4. Delayed Delivery scheduled
Future Growth :-
The Success of any Lean Implementation is for the most part of common sense
application . Devote the time and effort to build the new culture and the results will
show up immediately and at long term.