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TOTAL PRODUCTIVE MAINTENANCE

INTRODUCTION

Total productive maintenance (TPM) is the systematic execution of maintenance by all employees through small group

activities.

The dual goals of TPM are zero breakdowns and zero defects; this obviously improves equipment efficiency rates and

reduces costs. It also minimizes inventory costs associated with spare parts.

It is claimed that most companies can realize a 15-25 percent increase in equipment operation rates within three years of

adopting TPM. Labour productivity also generally increases by a significant margin, sometimes as high as 40-50 percent.

Meaning of total productive maintenance

Now a days the meaning of maintenance is that it is all about preserving the functions of physical assets. In other words

carrying out tasks that serve the central purpose of ensuring that our machines are capable of doing what the users want

them to do, when they want them to do it. The possible maintenance policies can be grouped under four headings viz.

1. Corrective - wait until a failure occurs and then remedy the situation (restoring the asset to productive capability) as

quickly as possible.

2. Preventive - believe that a regular maintenance attention will keep an otherwise troublesome failure mode at bay.

3. Predictive - rather than looking at a calendar and assessing what attention the equipment needs, we should examine the

'vital signs' and infer what the equipment is trying to tell us. The term 'Condition Monitoring' has come to mean using a

piece of technology (most often a vibration analyzer) to assess the health of our plant and equipment.

4. Detective - applies to the types of devices that only need to work when required and do not tell us when they are in thefailed state e.g. a fire alarm or smoke detector. They generally require a periodic functional check to ascertain that they are

still working.

Apart detective maintenance, the central problem that companies have struggled with is how to make the choice between

the other three. This has led to the increasing interest within industry in two strategies, which offer a path to long term

continuous improvement rather than the promise of a quick fix. These are Reliability Centered Maintenance (RCM) and

Total Productive Maintenance (TPM). The two strategies, although having similar names, actually have very different

strengths.

TPM is a manufacturing led initiative that emphasises the importance of people, a 'can do' and 'continuous improvement'

philosophy and the importance of production and maintenance staff working together. It is presented as a key part of an

overall manufacturing philosophy. In essence, TPM seeks to reshape the organization to liberate its own potential.

The modern business world is a rapidly changing environment, so the last thing a company needs if it is to compete in the

global marketplace is to get in its own way because of the way in which it approaches the business of looking after its

income generating physical assets. So, TPM is concerned with the fundamental rethink of business processes to achieve

improvements in cost, quality, speed etc. It encourages radical changes, such as;

flatter organisational structures - fewer managers, empowered teams,

multi-skilled workforce,


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rigorous reappraisal of the way things are done - often with the goal of simplification.

Meaning of the 3 components:

Total

o all employees are involved

o it aims to eliminate all accidents, defects and breakdowns

Productive

o actions are performed while production goes on

o troubles for production are minimized

Maintenance

o keep in good condition

o repair, clean, lubricate

TPM - History:

TPM is a innovative Japanese concept. The origin of TPM can be traced back to 1951 when preventive maintenance was

introduced in Japan. However the concept of preventive maintenance was taken from USA. Nippondenso was the first

company to introduce plant wide preventive maintenance in 1960. Preventive maintenance is the concept whereinoperators produced goods using machines and the maintenance group was dedicated with work of maintaining those

machines, however with the automation of Nippondenso, maintenance became a problem as more maintenance personnel

were required. So the management decided that the routine maintenance of equipment would be carried out by the

operators. (This is Autonomous maintenance, one of the features of TPM ). Maintenance group took up only essential

maintenance works.

Thus Nippondenso which already followed preventive maintenance also added Autonomous maintenance done by

production operators. The maintenance crew went in the equipment modification for improving reliability. The

modifications were made or incorporated in new equipment. This lead to maintenance prevention. Thus preventive

maintenance along withMaintenance prevention andMaintainability Improvementgave birth toProductive maintenance

The aim of productive maintenance was to maximize plant and equipment effectiveness to achieve optimum life cyclecost of production equipment.

By then Nippon Denso had made quality circles, involving the employees participation. Thus all employees took part in

implementing Productive maintenance. Based on these developments Nippondenso was awarded the distinguished plant

prize for developing and implementing TPM, by the Japanese Institute of Plant Engineers ( JIPE ). Thus Nippondenso of

the Toyota group became the first company to obtain the TPM certification.

The Evolution of TPM

Traditionally high buffer stocks were allowed to develop between major pieces of the plant & equipment to ensure that if

there was a problem with one piece of the plant or equipment then it would not affect production from the rest of theplant. Hence the role of maintenance was to cost effectively ensure major pieces of plant & equipment were available for

an agreed period of scheduled time, for example 90%.

Because of the accepted practice of retaining high buffer stocks, most items of equipment could be considered

independent. If the equipment in a process was maintained such that it achieved 90% availability, the availability of the

process was 90%. If the equipment started to cause quality problems, these would probably be noticed in final quality

inspection and the cause traced back to the offending piece of equipment and corrected by maintenance.


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At Nippon Denso in 1970 with the introduction of the Toyota Production System, the buffer stocks were substantially

reduced in their quest for shorter leadtimes and improved quality. Statistical Process Control (SPC) supported by "Quality

at Source" was introduced to ensure quality right first time so to provide maximum customer value through the highest

quality at the lowest cost supported by quick responsiveness and superior customer service. Hence in this quest for

maximum customer value, buffer stocks were reduced to both reduce leadtimes and force the identification of cost

consuming problems. This resulted in individual equipment problems affecting the whole process.

If one piece of equipment stopped then shortly afterwards the whole process stopped. This made the equipment

interdependent. Under these circumstances, the availability of the process became the product of the individual

availabilities of each piece of equipment. Thus, a process involving four pieces of equipment maintained at 90% no longer

had an overall process availability of 90%, but an availability of 90% X 90% X 90% X 90%, or 66%!

Furthermore, as the quality approach changed to "Prevention at Source" by controlling process variables, equipment

performance problems were identified much earlier. Conformance and reliability became much more important.

As buffer stocks reduced substantial pressure was placed on the maintenance department to improve process performance

From a maintenance perspective, the maintenance department's performance had not deteriorated, yet demand for the

substantial improvement in equipment availability was overwhelming.


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This caused friction between the production and maintenance departments. Production departments demanded former

levels of process availability and quicker response times from maintenance, who were often unable to comply due to

traditional organisation structures which keep maintenance as a separate function. After much conflict between

maintenance and production, engineering were called in to find a solution. They soon realised that mathematically for the

four pieces of equipment to achieve their original goal of 90% availability, their individual availabilities needed to

increase from 90% to 97.5%.

The traditional view of maintenance was to balance maintenance cost with an acceptable level of availability and

reliability often influenced by the level of buffer stocks which hid the immediate impact of equipment problems. Intraditional companies, maintenance is seen as an expense that can easily be reduced in relation to the overall business,

particularly in the short term. Conversely, maintenance managers have always argued that to increase the level of

availability and reliability of the equipment, more expenditure needs to be committed to the maintenance budget. With the

on set of substantial availability problems caused by the new way of running the plant, management soon realised that just

giving more resources to the maintenance department was not going to produce a cost effective solution.

This conflict between maintenance cost and availability is similar to the old quality mind-set before the advent of Total

Quality Control (TQC): that higher quality required more resources, and hence cost, for final inspection and rework. TQC

emphasised "prevention at source" of the problem rather than by inspection at the end of the process. Instead of enlarging

the inspection department, all employees were trained and motivated to be responsible for identifying problems at the

earliest possible point in the process so as to minimise rectification costs. This did not mean disbanding the quality controdepartment but having it now concentrate on more specialist quality activities such as variation reduction through process

improvement. This new approach to quality demonstrated that getting quality right first time does not cost money but

actually reduces the total cost of operating the business.

This new Quality approach of "prevention at source" was translated to the maintenance environment through the

concept of TPM resulting in not only superior availability, reliability and maintainability of equipment but also significant

improvements in capacity with a substantial reduction in both maintenance costs and total operational costs. TPM is based

on "prevention at source" and is focused on identifying and eliminating the source of equipment deterioration rather than

the more traditional approach of either letting equipment fail before repairing it, or applying preventive / predictive

strategies to identify and repair equipment after the deterioration has taken hold and caused the need for expensive repairs.

TPM has developed over the years since its first introduction in 1970. Originally there were 5 Activities of TPM that is

now referred to as 1st Generation TPM (Total Productive Maintenance). It focused on improving equipment performance

or effectiveness only. Late in the 80's it was realized that even if the shop floor were committed fully to TPM and the

elimination or minimization of the "six big losses" there were still opportunities being lost because of poor production

scheduling practices resulting in line imbalances or schedule interruptions. Hence the development of 2nd Generation

TPM (Total Process Management) which focused on the whole production process.

Finally, in more recent times it has been recognized that the whole company must be involved if the full potential of the

capacity gains and cost reductions are to be realized. Hence 3rd Generation TPM (Total Productive Manufacturing /

Mining) has evolved which now encompasses the 8 Pillars of TPM with the focus on the 16 Major Losses incorporating

the 4Ms - Man, Machine, Methods, Materials. At the CTPM we have expanded the Japanese 8 Pillars to 10 Pillars ofAustralasian 3rd Generation TPM to better suit our needs in Australia and New Zealand based on our extensive research

of the past two and a half years.

1. Safety & Environmental Management

2. Focused Equipment & Process Improvement

3. Work Area Management

4. Operator Equipment Management

5. Maintenance Excellence for TPM

6. Education & Training


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7. Human Resource Management

8. Administration & Support Systems Improvement

9. New Equipment Management

10. Process Quality Management

An important outcome of this new approach to equipment management which is now supported by many success stories

throughout the world in a variety of operational industries, has been that senior management have realised that TPM is

both strategically important for a world competitive business, and that TPM cannot be implemented by the maintenance

department alone. TPM is a company wide improvement initiative involving all employees.

Although each enterprise may approach TPM in its own unique way, most approaches recognise the importance of

measuring and improving overall equipment effectiveness along with the need to reduce both operational and maintenance

costs in an environment that promotes continuous improvement.

Objectives of the TPM:

To maximise Overall Equipment Effectiveness (OEE) through total employee involvement.

To improve the equipment reliability and maintainability which will improve quality and productivity.

To ensure maximum economy in equipment and management for the entire life of the equipment.

To cultivate the equipment-related expertise among operators and skills among operators.

To create an enthusiastic work environment.

Direct benefits of TPM

1. Increase productivity and OPE ( Overall Plant Efficiency ) by 1.5 or 2 times.

2. Rectify customer complaints.

3. Reduce the manufacturing cost by 30%.

4. Satisfy the customers needs by 100 % ( Delivering the right quantity at the right time, in the required quality. )5. Reduce accidents.

6. Follow pollution control measures.

Indirect benefits of TPM

1. Higher confidence level among the employees.

2. Keep the work place clean, neat and attractive.

3. Favorable change in the attitude of the operators.

4. Achieve goals by working as team.

5. Horizontal deployment of a new concept in all areas of the organization.6. Share knowledge and experience.

7. The workers get a feeling of owning the machine

Motives of TPM

1. Adoption of life cycle approach for improving the overall performance of production equipment.

2. Improving productivity by highly motivated workers which is achieved by job enlargement.


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3. The use of voluntary small group activities for identifying the cause of failure, possible plant and equipment

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. The concept of "I ( Production operators ) Operate, You ( Maintenance department ) fix" is not followed.

FIVE GOALS OF TPM:

(1) Improve equipment effectiveness: examine the effectiveness of facilities by identifying and examining all losses which

occur - downtime losses, speed losses and defect losses.

(2) Achieve autonomous maintenance: allow the people who operate equipment to take responsibility for, at least some, of

the maintenance tasks. This can be at :

the repair level (where staff carry out instructions as a response to a problem); the prevention level (where staff take pro-active action to prevent foreseen problems); and the

improvement level (where staff not only take corrective action but also propose improvements to prevent

recurrence).

(3) Plan maintenance: have a systematic approach to all maintenance activities. This involves the identification of the

nature and level of preventive maintenance required for each piece of equipment, the creation of standards for condition-

based maintenance, and the setting of respective responsibilities for operating and maintenance staff. The respective roles

of "operating" and "maintenance" staff are seen as being distinct. Maintenance staff are seen as developing preventive

actions and general breakdown services, whereas operating staff take on the "ownership" of the facilities and their general

care. Maintenance staff typically move to a more facilitating and supporting role where they are responsible for the

training of operators, problem diagnosis, and devising and assessing maintenance practice.

(4) Train all staff in relevant maintenance skills: the defined responsibilities of operating and maintenance staff require

that each has all the necessary skills to carry out these roles. TPM places a heavy emphasis on appropriate and continuous

training.

(5) Achieve early equipment management: the aim is to move towards zero maintenance through "maintenance

prevention" (MP). MP involves considering failure causes and the maintainability of equipment during its design stage, its

manufacture, its installation, and its commissioning. As part of the overall process, TPM attempts to track all potential

maintenance problems back to their root cause so that they can be eliminated at the earliest point in the overall design,

manufacture and deployment process.

TPM works to eliminate losses :

Downtime from breakdown and changeover times

Speed losses (when equipment fails to operate at its optimum speed)

Idling and minor stoppages due to the abnormal operation of sensors, blockage of work on chutes, etc.

Process defects due to scrap and quality defects to be repaired

Reduced yield in the period from machine start-up to stable production.


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PILLARS OF TPM

Pillars of TPM

PILLAR 1 - 5S :

TPM starts with 5S. Problems cannot be clearly seen when the work place is unorganized. Cleaning and organizing the

workplace helps the team to uncover problems. Making problems visible is the first step of improvement.

Japanese Term English Translation Equivalent 'S' term

Seiri Organisation Sort

Seiton Tidiness Systematise

Seiso Cleaning Sweep

Seiketsu Standardisation Standardise

Shitsuke Discipline Self - Discipline

SEIRI - Sort out : This means sorting and organizing the items as critical, important, frequently used items, useless, or

items that are not need as of now. Unwanted items can be salvaged. Critical items should be kept for use nearby

and items that are not be used in near future, should be stored in some place. For this step, the worth of the item

should be decided based on utility and not cost. As a result of this step, the search time is reduced.

Priority Frequency of Use How to use

Low Less than once per year, Once per year

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