Total Productive Maintenance

• TPM is productive

maintenance carried out by

all employees through small

group activities

• 1950’s - Preventative Maintenance

– establishing maintenance functions

• 1960’s - Productive Maintenance

– Recognising the importance of reliability,

maintenance, and economic efficiency in plant

design.

• 1970’s - Total Productive Maintenance

– Achieving PM efficiency through a

comprehensive system based on respect for

individuals and total employee participation

HISTORY

Total in TPM

• Total Effectiveness :-

– pursuit of economic and profitability

• ‘Profitable Maintenance’

• Total PM

– maintenance prevention and activity to improve

maintainability as well as preventive maintenance

• Total Participation

– autonomous maintenance by operators and small

group activities in every department and at every

level

TPM Goal - Minimise Input &

Maximise Output

Output refers to :-

• Not only Increased Productivity but also -

– better quality

– lower costs

– timely delivery improved safety and hygiene

– higher morale

– a more favourable working environment

•Productivity :-

– Labour productivity increased 140% -150%

– Value added per person 117% - 147%

– Rate of operation increased 17%

– Breakdowns reduced 98%

•Quality :-

– Defects in process reduced 90%

– Defects reduced 70%

– Claims from clients reduced:-

• 50 %

• 50%

• 25%

•Costs :-

– Reduction in manpower 30%

– Reduction in maintenance costs 15% -30%

– energy conserved 30%

•Delivery :-

– Stock reduced 50% (11 to 5 days )

– Inventory turnover increased

• 200% ( 3 to 6 times /month )

•Safety & Environment :-

– Zero accidents

– Zero pollution

•Morale :-

– Increase in improvement ideas submitted

• 230% increase ( 36 to 83/person)

• 200% (2 to 4 meetings / mth)

BASIC CONDITIONS, TO ACHIEVE

A GOOD RESULT IMPLEMENTING TPM

• INTERNAL CLIMATE FOR A “LEARNING” WORKING

APPROACH

• MANAGEMENT THROUGH CO-OPERATION

• WORK PERFORMED AS SMALL GROUP ACTIVITIES

• A MOTIVATING AND CO-OPERATIVE WORK

ENVIRONMENT

• VISUALISATION

INTERNAL CLIMATE FOR

A “LEARNING” WORKING APPROACH.

• ACTIVE PROBLEM SOLVING EMPLOYEES

• “LEARNING” WORKING APPROACH

• PROBLEM SOLVING METHODS

* Brainstorming

* Fishbone diagram

* Pareto analysis

MANAGEMENT THROUGH

CO-OPERATION.

• ALL EMPLOYEES ARE PARTICIPATING

• ACTIVELY SEARCH FOR IMPROVEMENTS

*To achieve better results

• A TOP MANAGEMENT THAT SHOWS INTEREST

AND INVOLVEMENT IN THE IMPROVEMENT

PROCESS

WORK PERFORMED AS SMALL

GROUP ACTIVITIES

• WORK MULTIFUNCTIONAL

• SOLVE PROBLEMS

* With a practical approach

• GOOD RESULTS

A MOTIVATING AND CO-OPERATIVE

WORK ENVIRONMENT

• SUITABLE PSYCHOLOGICAL ENVIRONMENT

*Development of small group activities

• SUITABLE PHYSICAL ENVIRONMENT

*Autonomous maintenance through the 7 steps

Initial cleaning

Eliminate sources of contamination

Cleaning and lubrication standards

general inspection

Autonomous inspection

Workplace organisation and housekeeping

Fully implemented Autonomous Maintenance prog.

VISUALISATION

• VISUALISATION IS CREATED AT THE

“SOURCE”

*To reach everybody

• FAST

*With highest degree of correctness,

• EASY TO UNDERSTAND

• IMPROVEMENTS

Reliable Operations

Total Productive Maintenance

O.E.E. = 85% System Analyses

Problem

Solving

5’s Planned

Maintenance

Teamwork

O.E.E. = Quality x Perfomance x Effectiveness = 85 %

Group problem solving 83%

Running effective meetings 65%

Communication skills 62%

Handling conflict 61%

Roles and responsibilities in SDT’s 58%

Quality tolls and concepts 56%

Evaluating team performance 39%

Work flow/ process analysis 36%

Selecting team members 35%

Presentation skills 35%

Influencing skills 29%

Budgeting 14%

Percentage of Organisations

offering training

FIG 8 Kinds of team training delivered by organisations

Data extracted from Wellins, Katz, Laughlin and Day, 1990.

0 20 40 60 80 100

OUR MANAGING PRINCIPLES

Keep performance results the primary objective of

behaviour and skill change

Continually increase the number of individuals taking

responsibility for their own change.

Ensure each person always knows why his or her

performance and change matters to the purpose and

results of the whole organisation.

Embrace improvisation as the best path to both

performance and change.

Use team performance to drive change whenever

demanded.

OUR MANAGING PRINCIPLES con’td

Concentrate organisation designs on the work people do,

not the decision-making authority they have.

Stimulate and sustain behaviour-driven change by

harmonising initiatives throughout the organisation.

Create and focus energy and meaningful language

because they are the scarcest resources during periods of

change.

Practice leadership based on courage to live the change

you wish to bring about

LEARNINGS

• Take an ‘Holistic’ approach to ‘system’design

• Develop Leadership at all levels

• Create a Developing Environment for our

people - teambased - problem solving

• Maintain a High level of Communication

• Let the lowest level take the decisions

• Focus on a team at a time.

• Promote and adopt successful processes quickly

• Visualisation is created at source - teams

• Use language that can be easily understood

3

“The companies that will survive are

those that supply Excellent Products

and Excellent Customer Service”

4

HOW ?

Excellent Customer Service

• Highest Quality

• Reliable Supply

• Deliver in small lots

• Lowest Delivered Cost

• On Time Delivery

5

EXCELLENT

CUSTOMER

SERVICE

• Working Together

• Reliable Operations

• Small Production Runs

• Highest Quality

Reliable Operations

• Imperative for efficient product

replenishment.

• Focus on 2 key elements :-

– PROCESS RELIABILITY

– DELIVERY RELIABILITY

Our People

• Clear Vision

• Increase Skill Level

for all our People

• Teamworking

• Decisions taken at

lowest level.

• Quality focus

• Customer focus

Our Greatest Asset

HCWS - CFM - TPM - GMP

T E A M E F F E C T I V E N E S S T i c k a p p r o p r i a t e p o s i t i o n

N O S O M E T I M E S Y E S

0 1 2 3 4 5 6 7 8 9 1 0

R E G U L A R K P I 6 Q U A L I T Y C H E C K S ?

T E A M M E E T I N G S H E L D R E G U L A R L Y ?

T E A M M E E T I N G A G E N D A ?

T E A M M E E T I N G M I N U T E S ?

S U I T A B L E T E A M M E E T I N G V E N U E ?

T E A M M E E T I N G A C T I O N P O I N T S ?

F O L L O W U P O N A C T I O N P O I N T S ?

R O T A T I O N O F C H A I R P E R S O N R O L E ?

P R O B L E M S O L V I N G E V I D E N T ?

D O W N T I M E R E C O R D I N G ?

H I S T O R I C A L D O W N T I M E D A T A A V A I L A B L E ?

C O S T O F D O W N T I M E I S K N O W N ?

S T R U C T U R E D P R O G R A M T O R E D U C E D O W N T I M E ?

S C R A P R E C O R D E D

H I S T O R I C A L S C R A P D A T A A V A I L A B L E ?

C O S T O F S C R A P I S K N O W N ?

S T R U C T U R E D P R O G R A M T O R E D U C E S C R A P ?

S T R U C T U R E D P R O G R A M T O I M P R O V E Q U A L I T Y ?

M A I N T E N A N C E / C H A N G E O V E R P R O C E D U R E S ?

D O C U M E N T E D C H A N G E O V E R P R O C E D U R E S

C H A N G E O V E R R E D U C T I O N P R O G R A M M E

H O U S E K E E P I N G A U D I T S ?

V I S U A L C O N T R O L : F L O O R A R E A ?

M A T E R I A L F L O W / S T O R A G E ?

D O C U M E N T E D M A I N T E N A N C E P R O C E D U R E S ?

M A I N T E N A N C E C A R R I E D O U T R E G U L A R ?

S T R U C T U R E D M A I N T E N A N C E ?

M A C H I N E M A N U A L S ?

D O C U M E N T E D S P A R E S S Y S T E M ?

C O M A C F A C I L I T Y U S E D ?

S P A R E P A R T S C O D I N G S Y S T E M ?

S P A R E P A R T S C A T E G O R I S A T I O N ?

S P A R E P A R T S A V A I L A B I L I T Y K N O W N ?

S P A R E S C O N T R O L ?

1 : G R O U P P R O B L E M S O L V I N G 8 3 %

2 : R U N N I N G E F F E C T I V E M E E T I N G S 6 5 % S U R V E Y O F 1 0 0 C O M P A N I E S

3 : C O M M U N I C A T I O N S K I L L S 6 2 % T Y P E S O F T R A I N I N G G I V E N B Y C O M P A N I E S

4 : H A N D L I N G C O N F L I C T S 6 1 %

5 : R O L E S & R E S P O N S I B I L I T I E S 5 8 %

6 : Q U A L I T Y T O O L S & C O N C E P T S 5 6 %

7 : E V A L U A T I N G T E A M P E R F O R M A N C E 3 9 %

8 : W O R K F L O W / P R O C E S S A N A L Y S I S 3 6 %

9 : S E L E C T I N G T E A M M E M B E R S 3 5 %

1 0 : P R E S E N T A T I O N S K I L L S 3 5 %

1 1 : I N F L U E N C I N G O T H E R S 2 9 %

1 2 : B U D G E T I N G 1 4 %

T E A M E F F E C T I V E N E S S T i c k a p p r o p r i a t e p o s i t i o n

N O S O M E T I M E S Y E S

0 1 2 3 4 5 6 7 8 9 1 0

R E G U L A R K P I 6 Q U A L I T Y C H E C K S ?

T E A M M E E T I N G S H E L D R E G U L A R L Y ?

T E A M M E E T I N G A G E N D A ?

T E A M M E E T I N G M I N U T E S ?

S U I T A B L E T E A M M E E T I N G V E N U E ?

T E A M M E E T I N G A C T I O N P O I N T S ?

F O L L O W U P O N A C T I O N P O I N T S ?

R O T A T I O N O F C H A I R P E R S O N R O L E ?

P R O B L E M S O L V I N G E V I D E N T ?

D O W N T I M E R E C O R D I N G ?

H I S T O R I C A L D O W N T I M E D A T A A V A I L A B L E ?

C O S T O F D O W N T I M E I S K N O W N ?

S T R U C T U R E D P R O G R A M T O R E D U C E D O W N T I M E ?

S C R A P R E C O R D E D

H I S T O R I C A L S C R A P D A T A A V A I L A B L E ?

C O S T O F S C R A P I S K N O W N ?

S T R U C T U R E D P R O G R A M T O R E D U C E S C R A P ?

S T R U C T U R E D P R O G R A M T O I M P R O V E Q U A L I T Y ?

M A I N T E N A N C E / C H A N G E O V E R P R O C E D U R E S ?

D O C U M E N T E D C H A N G E O V E R P R O C E D U R E S

C H A N G E O V E R R E D U C T I O N P R O G R A M M E

H O U S E K E E P I N G A U D I T S ?

V I S U A L C O N T R O L : F L O O R A R E A ?

M A T E R I A L F L O W / S T O R A G E ?

D O C U M E N T E D M A I N T E N A N C E P R O C E D U R E S ?

M A I N T E N A N C E C A R R I E D O U T R E G U L A R ?

S T R U C T U R E D M A I N T E N A N C E ?

M A C H I N E M A N U A L S ?

D O C U M E N T E D S P A R E S S Y S T E M ?

C O M A C F A C I L I T Y U S E D ?

S P A R E P A R T S C O D I N G S Y S T E M ?

S P A R E P A R T S C A T E G O R I S A T I O N ?

S P A R E P A R T S A V A I L A B I L I T Y K N O W N ?

S P A R E S C O N T R O L ?

1 : G R O U P P R O B L E M S O L V I N G 8 3 %

2 : R U N N I N G E F F E C T I V E M E E T I N G S 6 5 % S U R V E Y O F 1 0 0 C O M P A N I E S

3 : C O M M U N I C A T I O N S K I L L S 6 2 % T Y P E S O F T R A I N I N G G I V E N B Y C O M P A N I E S

4 : H A N D L I N G C O N F L I C T S 6 1 %

5 : R O L E S & R E S P O N S I B I L I T I E S 5 8 %

6 : Q U A L I T Y T O O L S & C O N C E P T S 5 6 %

7 : E V A L U A T I N G T E A M P E R F O R M A N C E 3 9 %

8 : W O R K F L O W / P R O C E S S A N A L Y S I S 3 6 %

9 : S E L E C T I N G T E A M M E M B E R S 3 5 %

1 0 : P R E S E N T A T I O N S K I L L S 3 5 %

1 1 : I N F L U E N C I N G O T H E R S 2 9 %

1 2 : B U D G E T I N G 1 4 %

24%

7%

10%

10%

15%

15%

19%

Production Reports

and Inventory

Miscellaneous

Coaching

and

training

Troubleshooting

Scheduling

Special

Projects

Traditional Role of Supervisor

Coaching

66%

Special Projects

17%

Budget

11%Management

6%

Coaching

Special Projects

Budget

Management

Developing role for Team Manager