What is TPM [Total Productive Maintenance]?

 

What is TPM [Total Productive Maintenance]?

Ø  It is a systematic approach to maintain and improve the performance of the process, safety, product quality, and employee satisfaction.

Ø  The main focus of TPM is to maintain all machine is ready to work condition and also to avoid breakdowns and delays in manufacturing processes.

Ø  It emphasizes proactive and preventative maintenance to maximize the operational efficiency of the equipment.

Ø  It eliminates the gap between the roles of production people and maintenance people by empowering operators to maintain the equipment by themselves and it is a proactive process.

Ø  So the TPM is all about the attitude from I use, you maintain” to" I use, I maintain".

Ø  Total Productive Maintenance is a Continuous improvement program.

History

Ø  Total Productive Maintenance (TPM) was developed by Seiichi Nakajima in Japan between 1950 and 1970. This experience led to the recognition that a leadership mindset engaging front line teams in small group improvement activity is an essential element of effective operation. The outcome of his work was the application of the TPM process in 1971.

Ø  One of the first companies to gain from this was Nippondenso, a company that created parts for Toyota. They became the first winner of the PM prize.

Ø  An internationally accepted TPM benchmark developed by the JIPM Seiichi Nakajima is therefore regarded as the father of TPM. 

Ø  The classic TPM process consisting of 5 principles, later on, it was enhanced by the JIPM which consists of 8 principles/pillars.

Ø  This methodology is also a part of Lean Manufacturing.

Objectives

Ø  Continuous improvement of equipment effectiveness through engaging those that impact on it in small group improvement activities.

Ø  TPM addresses the causes for accelerated deterioration and production losses while creating the correct environment between operators and equipment to create ownership.

Ø  Increase the Overall Equipment Effectiveness (OEE) of plant equipment.

Ø  Higher plant availability.

Ø  Higher reliability.

Ø  Increase the safety of personnel and safe working environment.

Ø  Enhance the volume of the production, employee morals, and job satisfaction.

 

The Working Principle of TPM:

Traditionally, maintenance departments have been responsible for maintaining the machine. In the TPM approach all workers have to actively involve in maintaining the machine.

Employees are trained to maintain the machine and improve Overall Equipment Efficiency (OEE). This is a foolproof system that prevents breakdowns and eliminates defects.

If any breakdown happens then it is quickly addressed and the cause is eliminated by improving the equipment.

Implementation of  5S Methodology is the foundation of the successful implementation of TPM.

 

The eight pillars of TPM are mostly focused on proactive and preventive techniques for improving equipment reliability:

1	Autonomous Maintenance (Jishu Hozen)

It allows operators to carryout directly simple maintenance works by themselves to prevent breakdowns and take faster action if a certain failure has been detected.

This is also known as a Jishu Hozen. In Jishu Hozen the C-L-I-T Method is very famous. The word CLIT stands for Cleaning, Lubrication, Inspection and Tightening.

It is one of the major activities of the operator before starting his daily work.  The purpose of this pillar is to provide training for each operator to maintain the machine by himself.

In this pillar the development of operators to handle initial maintenance requirements and tasks which are regularly required to maintain smooth operations. Hence the maintenance peoples can divert and spend time on more value-added activities. In this concept focus on each equipment operator is responsible for maintaining equipment in good condition.

Jishu Hozen program strategies: Proper management and bring equipment return to its ideal condition by restoration and replacement.

Key Point for Jishu Hozen:

·        Educate employee

·        Implement C-L-I-T Method

·        Take Action on Counter Measure

·        General Inspection

·        Autonomous Inspection

·        Standardize the work

Benefits of Jishu Hozen:

§  Reduce performance losses

§  Improve overall equipment effectiveness (OEE)

§  Improvement to employee engagement, confidence and equipment ownership.

§  Responsibility is defined so the operators have clarity about their work.

§  Gives operators greater ownership of their equipment.

§  Identifies emergent issues before they become failures.

2	Focused Improvement (Kobetsu Kaizen)

In the Japanese Language Focused Improvement is called as a "Kobetsu Kaizen”. Kobetsu kaizen means prioritizing the most important losses and eliminating them.

It is focused on improvement on the whole system with the cumulative effort of a team. Their goal is to maximize the effectiveness and efficiency of the equipment and decrease the company's losses and waste. Small groups of people work together for improvements.

Organizational complex issues can possible through the implementation of focused improvement steps generally this pillar follows structured system support of the PDCA cycle to identify and eliminate issues in a systematic way. This pillar ensures that the manpower has the skills and motivation to identify and reduce wastes from their processes and systems.

Benefits of Focused Improvement:

§  Improving efficiency by reducing defects in product, processes and system.

§  Improving safety performance by reducing risk factors in processes by analyzing risk levels and appropriate actions.

§  The focused improvement pillar ensures that the approach is taken in consistent and repeatable to assure sustainability.

§  Recurring problems are identified and resolved by cross-functional teams.

3	Planned Maintenance

The purpose of this pillar is to improve the effectiveness of equipment and produce zero defective products. This can be achieved by focusing on the preventive, breakdown and corrective maintenance. The reliability, maintainability and performance are also improved by this activity.

We can plan our maintenance schedule with the help of measured failure rates. This pillar follows a well defined process for equipment maintenance and the Goals are Zero breakdowns to reduce MTTR (Mean Time to Repair). & Increase MTBF (Mean Time between Failure). That  means to produce 100% product without any defect due to machine.

Benefits:

§  Reduction of the breakdowns and with minimum product defects.

§  Improve machine efficiency.

§  Improve reliability and maintainability of the machine.

§  Significantly reduces instances of unplanned stop time.

§  The quality of the part is maintained,

§  Increase in production up-time, reduced cost of operations.

§  Reduced the cost of machine maintaining.

4	Quality management

The fundamental concept of Quality Management is to develop an error detection mechanism and error prevention mechanism into production processes. Apply Root Cause Analysis Method like Fish bone Diagram or Why Why analysis method for finding out the root cause and apply preventive action to eliminate recurring sources of quality defects.

We can reduce costs by detecting defects at an early stage. The process can be controlled by applying control mainly on man, machine, material and method. The aim is to prevent defect rather than it occurs and detect.

If defect prevention is not possible in that case we can think about the detection of the defect. Zero breakdown leads to production without defect or also called zero quality defect. By observing the variations of running machines can help us to prevent the defect from machine failure.

Everyone is responsible for maintaining optimal conditions and targets for zero defects. Defects become a failure of the organization's systems not the fault of the operator.

Benefits of Quality Management:

·        Quality Management reduces the Cost of Quality.

·        It reduces the poor quality wastes and reworks.

·        Customer complains reduce by improving the product's quality.

5	Early/equipment management

Early Equipment Management (EEM) is a well organized process and it guides for the design and manufacture of the machine. It focuses on reducing the difficulties related to the operation and machine care activity. Early Management aims to implement new products and processes with minimum development lead time and easy mass produced. The main goal is a defect free product and zero break downs.

Two main parts are--

1.      Early Equipment Management

2.      2. Early Product Management

Both approaches focus on using the lessons from previous experiences to eliminate the potential failure modes during the planning, development and design stages. New products must be designed as fool proof so that the product run can be smooth. New machines must be designed for easier operations, changeover and maintenance.

Benefits:

§  Reduce the product and process setup lead time.

§  Improve Overall Equipment Effectiveness.

§  Able to deliver mass product volume with good product quality.

6	Education and Training

 

Benefits of Training and Education:

§  Increased skills and performance of all personnel.

§  Without training the human potential creates significant waste within an organization.

§  By training, we can have multi-skilled employees.

§  By training and education the operator and supervisor can do work with more efficiency, with effectiveness and independently.

7	Administrative & office TPM

This pillar is about to apply TPM techniques in administrative function. The purpose of this pillar is to achieve zero functional losses, the establishment of efficient offices and implementation of service support functions for manufacturing process. The TPM principles can also be applied as standalone techniques to improve these supportive functions. By implementing office TPM, we can improve productivity and efficiency in the administrative functions.

8	Safety Health Environmental conditions

This pillar is all about maintaining a safe and healthy working environment. The target of this pillar is zero accidents and zero health damage. So the workers must be able to perform their functions in a safe environment without any health risks.

When workers are working in a safe environment then their attitude towards work changes and it increases productivity. Each of these measures is aimed at improving the safety of the machines so as to have a more productive work force. We can create awareness among employees by various competitions like safety slogans, Quiz, Drama, Posters etc.

 

Summary of TPM:

1	Autonomous Maintenance	Operators who use all of their senses to help identify causes for losses
2	Focused Improvement	Scientific approach to problem solving to eliminate losses from the factory
3	Planned Maintenance	Professional maintenance activities performed by trained mechanics and engineers
4	Quality management	Scientific and statistical approach to identifying defects and eliminating the cause of them
5	Early/equipment management	Scientific introduction of equipment and design concepts that eliminate losses and make it easier to make defect free production efficiently.
6	Education and Training	Support to continuous improvement of knowledge of all workers and management
7	Administrative & office TPM	Using TPM tools to improve all the support aspects of a manufacturing plant including production scheduling, materials management and information flow, As well as increasing moral of individuals and offering awards to well deserving employees for increasing their morals.
8	Safety Health Environmental conditions

 

 

 

 

 

Implementation of TPM:

12 Steps of TPM Implementation
Phases		Steps
Preparation	01	Declaration by top management to introduce TPM.
	02	Education and training about the TPM campaign.
	03	Formation of the committee for TPM promotion in organisation.
	04	The setting of basic principles and targets.
	05	Preparation of a master plan for implementing TPM.
Kickoff	06	Kickoff of TPM.
Implementation	07	Establishment of a system for improving the efficiency of the production.
	08	Establishment of an initial control system for new product and equipment.
	09	Establishment of quality maintenance system.
	10	Establishment of a system for improving the efficiency of administration.
	11	Establishment of a system for control of safety, health and environment.
Consolidation	12	Complete implementation of TPM and level improvement.

 

Step 1: Declaration by top management to introduce TPM

·         The declaration of the top management about the implementation of TPM in the organization should be communicated across the organization by a common communication medium.

·         The common communication medium may be notice board, email communication, or internet.

Step 2: Education and training about the TPM

·         TPM training needs to provide to all employees of the organization.

·         As per the grade and responsibility, the training course needs to design and training should be given.

·         We can give training in any medium like classroom training, visual training, video lecture etc.

Step 3: Formation of the committee for TPM promotion in the organization

·         The committees and specialized subcommittees need to be formed for the promotion of the TPM within the organization.

·         The promotion activity can be done with the help of various publications like newsletters, articles, videos etc.

Step 4: Setting of basic TPM principles and targets

·         Business objectives, benchmarks and targets need to decide for this improvement journey.

·         As per the current scenarios we need to establish the base line data for all the organization KPI.

·         The setting of SMART goals is: Specific, Measurable, Attainable/Achievable, Realistic and Time based.

Step 5: Preparation of a master plan for implementing TPM

·         Prepare the master plan for TPM implementation and also mention the target date and responsibilities.

·         Generally, the time period should be around 3 years but finally, it is decided by the organization. The basis of the master plan, formulate the annual, quarterly, and monthly planning.

Step 6: Kick off of TPM

·         The top management publically announces the implementation of TPM within the organization.

·         Also communicate the same to various stake holders like customers, vendors and various statutory and regulatory bodies.

·         Also various stake holders are invited during the kick off meeting.

Step 7: Establishment of a system for improving the efficiency of the production

·         This step is related to improve the efficiency and effectiveness of the production.

·         Improving productivity and production efficiency we need to implement the below 4 pillars of TPM at the production shop floor in this step.

1.    Autonomous Maintenance (Jishu-Hozen)

2.    Focused Improvement (Kobetsu-Kaizen)

3.    Planned Maintenance

4.    Training & Education

Step 8: Establishment of an initial control system for new product and new equipment

·         In this step we need to implement an early equipment management pillar for new product and equipment development.

·         So we can easily get rated output from equipment in a short time period.

Step 9: Establishment of quality maintenance systems

·         In this step, we need to implement the Quality Maintenance pillar.

·         It will help us maintain the zero defect generation from the machine.

Step 10: Establishment of a system for improving the efficiency of administration

·         In this step, we need to implement the Administration & Officer TPM.

·         This pillar related to other department's roles for supporting the production department.

Step 11: Establishment of systems for the control of safety, health and the environment

·         In this step, we need to implement the safety, health and environment pillar of TPM.

·         This pillar helps to maintain zero accidents.

Step 12: Complete implementation of TPM and level improvement

·         In this step, we should go for the participation of the TPM award.

·         Also we need to improve our TPM level as per the various levels.

·         Also we need to take strong targets for the next year.

Difference from TQM

Total quality management (TQM) and total productive maintenance (TPM) are considered as the key operational activities of the quality management system. In order for TPM to be effective, the full support of the total workforce is required.

Total quality management and total productive maintenance are often used interchangeably. However, TQM and TPM share a lot of similarities but are considered as two different approaches in the official literature. TQM attempts to increase the quality of goods, services, and concomitant customer satisfaction by raising awareness of quality concerns across the organization.

TQM is based on five cornerstones:

Ø  The product,

Ø  The process that allows the product to be produced,

Ø  The organization that provides the proper environment needed for the process to work,

Ø  The leadership that guides the organization

Ø  Commitment to excellence throughout the organization.

In other words, TQM focuses on the quality of the product, while TPM focuses on the losses that impede the equipment used to produce the products. By preventing equipment break-down, improving the quality of the equipment and by standardizing the equipment (results in less variance, so better quality), the quality of the products increases. TQM and TPM can both result in an increase in quality. However, the way of going there is different. TPM can be seen as a way to help to achieve the goal of TQM.