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TTOTAL OTAL PPRODUCTIVE RODUCTIVE

MMAINTENANCEAINTENANCE

TPM

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TOTAL PRODUCTIVE MAINTENANCE ….

GOAL

Increase production while, at the same time, increasing employee morale and job satisfaction.

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TOTAL PRODUCTIVE MAINTENANCE ….

TPMWhy we need TPM ?The major objectives of the TPM are listed as

under :

1. Avoid wastage in quickly changing environment.

2. Reduce Cost of Manufacturing.3. Produce a low batch quantity at the

earliest possible time.4. Goods send to Customers must be “ non

– defective”

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IntroductionTotal productive maintenance (TPM)

originated in Japan in 1971 as a method for improved machine availability through better utilization of maintenance and production resources.

TPM is a maintenance process developed for improving productivity by making processes more reliable and less wasteful.TPM is an extension of TQM(Total Quality Management)

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Why TPM ?Why TPM ?• TPM was introduced to achieve the following

objectives. The important ones are listed below.– Avoid wastage in a quickly changing

economic environment.– Producing goods without reducing product

quality.– Reduce cost.– Produce a low batch quantity at the earliest

possible time.– Goods send to the customers must be non

defective.

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What is TPM?

• “Strategy of TPM is to change the attitude from “I use, You maintain” to “I use, I maintain”.

• Think about how to Increase production and reduced cost by reducing or eliminating loss, and this is the TPM.

Objectives of TPM• To improve equipment effectiveness

– TPM examines the effectiveness of facilities by identifying and examining all loses.

Example: Downtime loses, Speed loses, and defect loses.

• To achieve autonomous Maintenance– TPM allows the people who operate equipment to

take responsibility of the maintenance tasks.• To train all staff in relevant maintenance skills

– TPM places a heavy emphasis on appropriate and continuous training to all operating and maintenance staffs

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Objectives of TPM

To plan maintenance– TPM has a systematic approach to all

maintenance activities. To achieve early equipment management

– TPM aims to move towards zero maintenance through “Maintenance Prevention”.

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MAINTENANCE

MAINTENANCE….

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MAINTENANCEThe Management, control,

execution and quality assurance of activities which ensure the achievement of optimum availability and performance of a plant in order to meet business objectives.

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Maintenance

Objectives :

• To enable product and service quality, and customer satisfaction through healthy equipments

• Maximize useful life of the equipments• Prevent unsafe working • Minimize process variability • Reduce the operational attributable to the

equipments • Minimize frequency and severity of equipment

interruptions • Maximize the productive capacity of the equipment

resources

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Why Maintenance is critical ?

• Operational cost is one of the key differentiators

• Machine would work only if people work

• Ever increasing dependence on technology and machines due to higher levels of automation

• Specialized technology calls for specialized maintenance skills

• A good maintenance system can result into an effective inventory control for spare parts

• Maintenance is no longer viewed as reaction to machine breakdowns, the role is to participate in quality and productivity enhancement

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Types (Phases) of Maintenance –

• Breakdown Maintenance (Pre 1950s) – to set the machine right when in trouble

• Preventive Maintenance (1950s) – establish a maintenance system to improve machine performance

• Productive Maintenance (1960s) – recognizing importance of maintenance (1960s), reliability (1962), maintainability engineering (1962) and economic efficiency (engineering economy)

• Total Productive Maintenance (1970s) – productive maintenance efficiency through a comprehensive system based on respect on individuals or total employee participation

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Maintenance Decisions –

• Centralized vs. Decentralized Departmentalization – general or specific skills, physical location, etc.

• In House vs. Outsourced System – cost factors, convenience, skill required, etc.

• Standby Equipments – cost of maintenance (of the main as well as stand by), time for maintenance, need for reliability, etc.

• Repair vs. Replacement – cost factors, performance assurance, etc.

The Evolution of Maintenance

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Pillars of TPM

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Pillars of TPM

PILLAR 1 - Autonomous Maintenance A collaborative team activity involving production,

maintenance, and engineering Maintaining Basic conditions on shop floor & in

Machines. All over participation through TPM Circles.Example: 5 S’, JH ZEN ( Autonomous maintenance ), etc., An approach that

Develops operating and maintenance skills Strengthens communication and cooperation

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Steps in JH ZEN :

Conduct initial cleaning/inspection Eliminate sources of contamination Establish provisional standards Develop general inspection training Conduct general inspections Improve workplace management and control Participate in advanced improvement

activities

Steps in JISHU HOZEN:

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Pillars of TPM

• PILLAR 2 - Focused Improvement• Improvement on every one’s activity.• Improvement is to eliminate Production losses and

cost reduction.• Improvement in Reliability, Maintainability, and cost.

Pillars of TPM• PILLAR 3 - Planned Maintenance

– Logical analysis “Real causes for real counter measures”.– Focus on Prevention.– It is aimed to have trouble free machines and equipments producing

defect free products for total customer satisfaction.Example: Preventive Maintenance, Breakdown Maintenance, etc.,

• Six steps in Planned maintenance :– Equipment evaluation and recoding present status.– Restore deterioration and improve weakness.– Building up information management system.– Prepare time based information system, select equipment, parts and

members and map out plan.– Prepare predictive maintenance system by introducing equipment

diagnostic techniques.– Evaluation of planned maintenance.

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Pillars of TPM

• PILLAR 4 - Quality Maintenance– Developing perfect machine for perfect Quality.– Eliminating In – Process defects and custom complaints.

• Policy :– Defect free conditions and control of equipments.– QM activities to support quality assurance.– Focus of prevention of defects at source– Focus on POKA-YOKE. ( fool proof system )– In-line detection and segregation of defects.– Effective implementation of operator quality assurance.

Pillars of TPM• PILLAR 5 - Education & Training

– Skills development for uniformity of work practices on machines.– Skills for Zero defects, Zero breakdowns & Zero accidents.– Multi Skilled employees in all departments

• Steps in Educating and training activities :– Setting policies and priorities and checking present status of education and

training.– Establish of training system for operation and maintenance skill up

gradation.– Training the employees for upgrading the operation and maintenance skills.– Preparation of training calendar.– Kick-off of the system for training.– Evaluation of activities and study of future approach.– A clear understanding of the criteria for judging normal and abnormal

conditions– The ability to quickly respond to any and all abnormalities

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Pillars of TPM• Four Levels of Skills

– Level 1: Lack both theoretical and practical ability (needs to be taught)

– Level 2: Knows theory but not in practice– Level 3: Has mastered practice but not theory– Level 4: Mastered both practice and theory

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Pillars of TPM

PILLAR 6 - Development Management Developing machines for “high equipment effectiveness”. Quick process for developing new products.

Example: KAIZEN

Kaizen Policy : Practice concepts of zero losses in every sphere of activity. relentless pursuit to achieve cost reduction targets in all

resources. Relentless pursuit to improve over all plant equipment

effectiveness. Extensive use of PM analysis as a tool for eliminating losses. Focus of easy handling of operators.

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Pillars of TPM

PILLAR 7 - Safety, Health & Environment Zero accidents and Zero hazards at

works. Zero Pollution at Plant and

Environment.

Pillars of TPM• PILLAR 8 - Office TPM

– Office TPM must be followed to improve productivity, efficiency in the administrative functions and identify and eliminate losses. This includes analyzing processes and procedures towards increased office automation

– Plans & Guidelines:– Providing awareness about office TPM to all support departments– Helping them to identify P, Q, C, D, S, M in each function in relation to

plant performance– Identify the scope for improvement in each function– Collect relevant data– Help them to solve problems in their circles– Make up an activity board where progress is monitored on both sides -

results and actions along with Kaizens.– Fan out to cover all employees and circles in all functions.

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Pillars of TPM• P Q C D S M in Office TPM :

– P - Production output lost due to Material, Manpower productivity, Production output lost due to want of tools.

– Q - Mistakes in preparation of cheques, bills, invoices, payroll, Customer returns/warranty attributable to BOPs, Rejection/rework in BOP's/job work, Office area rework.

– C - Buying cost/unit produced, Cost of logistics - inbound/outbound, Cost of carrying inventory, Cost of communication, Demurrage costs.

– D - Logistics losses (Delay in loading/unloading)• Delay in delivery due to any of the support functions• Delay in payments to suppliers• Delay in information

– S - Safety in material handling/stores/logistics, Safety of soft and hard data.

– M - Number of Kaizens in office areas

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Steps in introduction of TPM in a organizationStage Step (Nakajima’s 12 Steps)

Preparation Stage Step 1:Announce top management’s decision to introduce TPM

Step 2:Introductory education campaign

Step 3:TPM Promotion

Step 4:Establish basic TPM policies and goals

Step 5: Preparation and Formulation of a master plan

Preliminary Implementation Stage

Step 6:TPM kick-off

TPM Implementation Stage

Step 7:Develop an equipment management program

Step 8:Develop a planned maintenance program

Step 9:Develop a autonomous maintenance program

Step 10:Increase skills of production and maintenance personnel

Step 11:Develop early equipment management program

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Implementation of TPM

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Steps in introduction of TPM in a organization

Step 1: Announce top management’s decision to introduce TPM– State TPM objectives in a company newsletter– Place articles on TPM in the company newspaper

Step 2: Introductory education campaign– Seminars for managers– Slide presentations for all

employees

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Steps in introduction of TPM Steps in introduction of TPM in a organizationin a organization

Step 3:TPM Promotion– Special committees at every level to

promote TPM– Establish an organizational structure – Newsletters– Articles– Videos– Posters

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Steps in introduction of TPM in a organization

Step 4: Establish basic TPM Step 4: Establish basic TPM policies and goalspolicies and goals Analyze existing conditionsAnalyze existing conditions Set goalsSet goals Goals that are Result oriented, Specific, Goals that are Result oriented, Specific,

Measurable, Attainable and Realistic Measurable, Attainable and Realistic PredictPredict TPM policies and goals should be very much TPM policies and goals should be very much

clear to everyone involved in TPM clear to everyone involved in TPM implementation results.implementation results.

Steps in introduction of TPM in a organization

• Step 5: Preparation and Formulation of a master plan– A master plan lays out your goals, what you will do to

achieve them and when you will achieve them– Detailed plans for each pillar have to be prepared– This activity can be carried out by a consultant, plant

personnel, or both.– Consultant involvement typically begins with a plant

visit to observe production operations, learn about the equipment (type, function, condition, problems and losses etc.), study maintenance operations (structure, size and tasks etc.), gauge orderliness and cleanliness in the plant, and talk to employees to determine their motivation and attitude

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Program Development Master Plan

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Steps in introduction of TPM in a organization

Step 6: TPM kick-off The main kick-off to TPM should take

the form of a formal presentation (feasible study Report)with all the employees attending

This opportunity can be used to gain the full support of the employees

Invite external customers, affiliated and subcontracting companies

Steps in introduction of TPM in a organization• Step 7: Develop an equipment management program

– The tools of total quality management and continuous improvement are applied to the management and improvement of equipment

– Form project teams– Select model equipment

- Identify equipment problems- Analyze equipment problems- Develop solutions and proposals for improvement

– Typical membership of a team- Five to seven operators- A maintenance person- A technical expert

– Tools- Pareto- Cause & effect- Root cause- Methods analysis

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Steps in introduction of TPM in a organization

• Step 8: Develop a planned maintenance program– Set up plans and schedules to carry out work on

equipment before it breaks down, in order to extend the life of the equipment

– Include periodic and predictive maintenance– Include management of spare parts and tools

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Steps in introduction of TPM in a organization

• Step 9: Develop a autonomous maintenance program– A handing-over of maintenance tasks from

specialized maintenance personnel to production operators

– Tasks to hand over- Cleaning- Lubricating- Inspecting- Set-up and adjustment

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A Chart for Autonomous Maintenance

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Steps in introduction of TPM in a organization

• Step 10: Increase skills of production and maintenance personnel– The training sessions must be planned shortly after

the kick-off presentation– 2 major components

- soft skills training- technical training

– Train leaders together– Have leaders share information with group

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Training Skill Development Matrix

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Steps in introduction of TPM in a organization• Step 11: Develop early equipment management program

– The principle of designing for maintenance prevention can be applied to new products, and to new and existing machines

– New products must be designed so that they can be easily produced on new or existing machines

– New machines must be designed for easier operations, changeover and maintenance

– Existing machines:- analyze historical records for - trends of types of failures - frequency of component failures - root causes of failures- determine how to eliminate the problem and reduce maintenance through an equipment design change or by changing the process

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Steps in introduction of TPM in a organization

• Step 12: Perfect TPM implementation and raise TPM levels– Evaluate for the PM Award: The Japanese Institute for Productive

Maintenance runs the annual PM Excellence Award. They provide a checklist for companies applying for the award

– Set higher goals

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6 Big Loses

Six Big Loss Category

Loss Category Examples Comment

Breakdowns Down Time Loss Tooling FailuresUnplanned MaintenanceGeneral BreakdownsEquipment Failure

There is flexibility on where to set the threshold between a Breakdown (Down Time Loss) and a Small Stop (Speed Loss).

Setup and Adjustments

Down Time Loss Setup/ChangeoverMaterial ShortagesOperator ShortagesMajor AdjustmentsWarm-Up Time

This loss is often addressed through setup time reduction programs.

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6 Big LosesSix Big Loss Category

Loss Category Examples Comment

Small Stops Speed Loss Obstructed Product FlowComponent JamsMisfeedsSensor BlockedDelivery BlockedCleaning/Checking

Typically only includes stops that are under five minutes and that do not require maintenance personnel.

Reduced Speed

Speed Loss Rough RunningUnder Nameplate CapacityUnder Design CapacityEquipment WearOperator Inefficiency

Anything that keeps the process from running at its theoretical maximum speed (a.k.a. Ideal Run Rate or Nameplate Capacity).

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6 Big Loses

Six Big Loss Category

Loss Category Examples Comment

Startup Rejects

Quality Loss ScrapReworkIn-Process DamageIn-Process ExpirationIncorrect Assembly

Rejects during warm-up, startup or other early production. May be due to improper setup, warm-up period, etc.

Production Rejects

Quality Loss ScrapReworkIn-Process DamageIn-Process ExpirationIncorrect Assembly

Rejects during steady-state production.

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Benefits of TPM• The properly implemented TPM has made excellent progress

in a number of areas. These include;• Increased equipment productivity• Improved equipment reliability• Reduced equipment downtime• Increased plant capacity• Extended machine line• Lower maintenance and production costs• Approaching zero equipment-caused defects• Improved team work between operators and maintenance

people• Enhanced job satisfaction• Improved return on investment• Improved safety

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Thank you