Overview of TPM(Total Productive Maintenance)

Implementation

TPM is an innovative approach to maintenance

that maximizes the “OEE” i.e. ‘Overall Equipment

Efficiency’, eliminates the breakdown and reduces

chronic losses to zero by involvement of all

employees through day-to-day autonomous

maintenance and practicing Gemba Genbutsu

What is TPM?

Maintenance

- Means keeping man-machine-material system in

optimal condition.

Total –

Signifies involvement of all functions and people at

all level of hierarchies.

Productive

- Emphasis on efficient and effective utilization of all

the resources.

TPM is a 3-letter word

Five Countermeasure for for ZERO Breakdowns

1.Maintaining well- regulated basic conditions

2.Adhering to proper operating procedures

3.Restoring deterioration

4.Improving weakness in design

5.Improving operation and maintenance skills

5 – TPM Development Activities

Activities?

2. By establishing a total system for PM for the entire life of equipment.

3. An initial equipment management programme

4. Increasing skill of Operation and Maintenance Personnel

5. For promoting PM by motivation management, namely, by autonomous small-group activities.

1. To set a goal to maximise equipment efficiency (overall efficiency) by eliminating six big losses

From TPM of Production Department of Company-wide TPM Covering All Company

Activities

TPM Phase 1 TPM of Production Department

TPM Phase 2 Company-wide TPM encompassing production, development, sales and administration

Production

Plant Plant Plant Plant

TPM Phase 1

Top Management

Planning Financial PersonnelGeneral Affairs

Development of products & equipments

Sales

Administrative

TPM Phase 2

Total Employees Participation & Commitment

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Results and Recognitions

To Become World Class Manufacturing Organization

Motivation and Innovation

TPM 8 Pillar

Plant Head

Head of Department

Section Chief

Executives/Supervisor

Front-line Worker

Company wide TPM Promotion committee

Total Company Employees

TPM Circle Leaders

TPM Circle Members

Sheet 01 of 03

“Kobetsu-Kaizen” sub-committee

“Jishu-Hozen” sub-committee

Planned maintenance sub-committee

Office TPM sub-committee

Education and training sub-committee

Safety, Health & Environment sub-committee

Initial flow control sub-committee

“Quality Maintenance” sub-committee

TPM Promotion Office

Typical TPM Organizational Chart

Name Team Activity Meeting Frequency

TPM Steering Committee

Unit head & team

Decides the policy, fixing targets & review.

Monthly

TPM Secretariat

Manager & team

Co-ordination, support services

Weekly

Facilitating Team

GMs, Dy. GMs

Providing guidance, resources, training to circles.

Monthly

Circles Shop floor personnel

Implementing Jishu Hozen activities

Daily

Roles of TPM Promotion Organization

TPM Basic Policy and Example of Target Setting

1. Timely and effective start-up of new products2. Flexible response to the demand trend 3. Reduction in prices4. High-level quality assurance5. Conservation of resources and energy-saving

Market circumstances

1. Increase in production and quality trouble2. Equipment deterioration due to overload operation3. Increase in equipment which has design weak points4. Lack of awareness and knowledge of equipment control of the

operators5. Field operators morale depression due to uncertain responsibility

of the operation

In-house circumstances

1.Aiming at “zero-failure”, “zero-defects” and “zero-disaster” through introduction of PM with all workers participating, which in turn contributes to the improvement of overall equipment efficiency and reduction in costs.

Basic Policy

Key points1. Reduction in equipments failure2. Reduction in waiting and set-up time3. Effective use of existing equipment

4. Accuracy management of equipment, tools and jigs5. Promotion of resources conservation and energy-saving6. Education and training cultivation of manpower

0/year-----11/yearLabour accidents10.

60/year/employee-----2.1/year/employee (1983)Number of Kaizen employees suggestions9.

(Second half of 1985)-----100% (Second half of 1983)Energy saving8.

Less than 0.1%Less than 70%

----------

0.7%Reduction of rework and quality defects from process

7.

More than 169% (50% increase)

-----11.3%Improvement of productivity6.More than 95.0%-----88.8%Overall equipment efficiency5.

Less than 1200 hours/ month (1/5)-----5.800 hours/monthShutdown time4.Less than 0.2%-----1.59%Occurrence of equipment failure3.

Less than 0.1%/hundred hours-----1.03%/hundred hoursEquipment failure rate2.Less than 10/month-----938/MonthReduction in equipment failure1.

TargetActual record

Actual record

Apply for PM Excellent award in order to have the results of TPM activities evaluated

Target (Target)

5. Creation of master action

plan for implementing TPM

•Prepare separate master action plan for pillars for three years•Prepare a combined master action plan for three years for the

steering committee to monitor•Breaking up the three-years plan in to yearly, six monthly & monthly

targets & action plan

12 Steps for TPM Development Programs

2. Conduct TPM Introductory

education/awareness &

publicity campaign

•Senior Management – group training•Tran the trainer training•Training to general employee in their local language, slide shows

3. Establishing TPM promotion

organization

•TPM Steering Committee•Pillar Sub – Committee•TPM Secretariat & Apex TPM Promotion Committee•TPM Circle / teams

4. Establish basic TPM policy

and Goals

•Set base lines & targets•Forecast effects•Bench marking

Preparation Phase:1. Declaration of TPM Initiative

•Top management formerly announces decision to introduce TPM at

in house meeting involving all, publish in company magazine•Top management ‘s commitment

STEP KEY POINT

7.3 Implement Planned

Maintenance program

•PM Maintenance – TBM – CBM – Predictive Maintenance•Zero Breakdown initiatives•Shutdown maintenance

12 Steps for TPM Development ProgramsSTEPS KEY POINTS

Introductory Phase:6. Kick Off of TPM Initiatives

•Top management formerly starts the TPM initiatives with public

announcement of : a) TPM Policy, B) Master plan for three years•Presentation by Pillar sub committee•Presentation by worker’s representative•To invite customer, dealers, sub – contractors etc.

Implementation Phase:7. Build a corporate /

organization structure designed

to maximize production

effectiveness

To find out the actual base lines & pursue the ultimate Bench Mark

in production effectiveness

7.1 Conduct “ Kobetsu-Kaizen” –

Focused improvement activities

•Formation of improvement project teams•Formation & monitoring of workplace small group activities

7.2 Establish & deploy “ Jishu-

Hozen” – autonomous

maintenance program

•7 step autonomous maintenance•Proceed step by step with audits and pass certificates at each

steps•Preparation of activity boards

7.4 Conduct operation & maintenance skill training

•Group education for group leaders / circle leaders•Group leaders then pass on their training to members•Specialized training on skill development•Evaluation of training

12 Steps for TPM Development ProgramsSTEPS KEY POINTS

8. Build an early management system for a) New Product b) New Equipment / process

•Vertical start – up after shut down, new commissioning of equipment or process•Vertical start – up with a new product

9. Build a quality maintenance system

•Establish, maintain & control conditions for zero defects •ISO 9000:2000

10. Build an effective administration & support system

•Increase production support effectiveness – to establish & control internal service standards•Improve & streamline administrative functions & office environments

11. Develop a system of managing occupational health, safety & environment

•Assure an accident – free. Pollution free & occupational health-hazard free work place•ISO 14000:1996 & OHSAS:18000:1999

CONSOLIDATION PHASE:12. Sustain full TPM implementation & raise levels

•Apply for TPM – Awards•AIM for even higher targets

Purpose and Main

Activities of the 8 Pillars

of TPM

Purpose: • Realize zero losses of all types, such as failure losses and

defect losses• Demonstrate ultimate production efficiency improvement

Members:• Staff• Line Leader

Activities:

• Understanding the 16 major losses

• Calculating and settling goals for overall equipment efficiency, productivity and production subsidiary resources

• Implementation of PM analysis

• Thorough pursuit of equipment and production “as it should be”.

Kobetsu Kaizen (Focused Improvement)

Purpose: • To develop equipment conscious & competent operator • To bring the machine to the basic condition

Members:• Operator, • Line Leader

Activities:• Initial clean-up• Eliminate sources of contamination & inaccessible areas• Develop cleaning & lubrication standards• General inspection of equipment• General inspection of process• Standardization• Autonomous Management

Jishu Hozen (Autonomous Maintenance)

Purpose: • To achieve ZERO Breakdown • To reduce maintenance cost• To enhance skill of maintenance technicians

Members:• Staff• Leader and maintenance men of maintenance department

Activities:• Support & Guidance for Jishu Hozen activities• Evaluation of equipment failure breakdown status & understand

situation• Reverse Deterioration & Correct Weaknesses• Build an Information Management System• Build a Periodic Maintenance System• Build a Predictive Maintenance System• Evaluate the Planned Maintenance System

Keikaku Hozen (Planned Maintenance)

Purpose: • To achieve ZERO Defects by supporting and maintaining equipment

conditions

Members:• Quality Assurance Staff, • Production Engineering Staff, • Line Group Manager

Activities:• Verify quality characteristics standards; understand defect

phenomena and performance• Investigating the conditions for building in quality, unit processes and

raw materials, equipment and methods• Investigating, analyzing and improving the conditions of malfunctions• Setting 3M conditions; setting standard values for inspection• Creation of standards that can be followed; trend management

Hinshitsu Hozen (Quality Maintenance)

Purpose: • To reduce substantial time for development of New Product• To achieve low Start up time during commissioning of New Equipment

Members:• Research and development staff, • Production engineering staff, • Maintenance staff

Activities:• Setting development and design goals• Ease of production• Ease of QA Implementation• Ease of use• Ease of maintenance• Reliability• Investigate LCC• Design release drawing• Production: Identify problems in the prototype, trial run and initial-

phase mass production control stages

Reflect in MP design

Initial Flow Control

Purpose: • To Improve Work Efficiency & Effectiveness in Offices • Maintain A Pleasant Environment • To Create Value for Our Organization

Members:• Leaders and members of administration/Indirect departments

Activities:• Increase work efficiency through focused improvement• Build a system of administrative autonomous maintenance• Improve administrative capacity through education & training• Create an efficient staffing system• Develop a work evaluation system

Office TPM

Purpose: • To develop operator's skill in operation as well as in maintenance• To train & upgrade maintenance staff skill in specialized maintenance• To train staff to do their jobs more skillfully & effectively

Members:• Operators• Maintenance Technicians• Staff

Activities:• Analyze the current program & set policy & priority strategies• Design a training program for improving operating and maintenance

skills• Implement operating & maintenance skill training• Design & develop a skill – development program• Foster an environment that encourages self – development• Evaluate the activities & plan for the future

Education & Training

Purpose: • To Improve Environment At Workplace & Surroundings,• To Create Health Consciousness• To Bring down the Accidents to ZERO

Members:• Safety, health and environment managers and specialized committee members• Staff specializing in safety and health

Activities:• Measures to improve equipment safety• Measures to improve work safety• Improvement of work environment (noise, vibration and odors)• Measures to prevent pollution• Creation of healthy employees• Promotion of invigorating activities

Safety, Health & Environment

Correlation chart of Overall Plant Efficiency and Loss “KAIZEN”

Overall Plant Efficiency

84%39% B

MGoa

l

85

65

O.E.EProduction Cost

Efficiency

99

66

Availability

90

80

Heat and Motive Power

efficiency

100

90

Failure loss

Periodical repair losses

Steady loss

Non-steady loss

Defect loss

Reprocessing loss

Energy loss

Manual work loss

Inventory loss

Process Control

loss

(1) Reduce failures

(2) Equipment weakness Kaizen

(3) Reduce time needed for repair

(4) Expand planned maintenance

(1) Shorten time needed for periodical repairs

(2) Stronger works management

(3) Stronger safety measures

(4) Reduce maintenance man hours

(1) Reduce process failures.

(2) Bottleneck process ‘Kaizen’

(3) Process ‘Kaizen’

(1) Reduce start-up loss

(2) Bottleneck process ‘Kaizen’

(3) Process ‘Kaizen’

(1) Reduce process defects

(2) Reduce scrap losses

(3) Stronger “Hinshitsu-Hozen”

(4) Raw material ‘Kaizen’

(1) Reduce fuel requirement per product unit.

(2) Reduce electric power requirement per product unit

(3) Reduce water requirement per product unit

(4) Reduce air requirement per produce unit

(1) Reduce material requirement per product unit

(2) Reduce auxiliary materials

(3) Processing method ‘Kaizen’

(4) Raw material ‘Kaizen’

(1) Reduce rework(2) Automation(3) Layout ‘Kaizen’(4) Action on

sources that generate dirtiness, defects etc.

(1) Reduce product inventory

(2) Inventory work ‘Kaizen’

(3) Through MM management

(4) Automated warehouse

(1) Short lead time(2) Reduce work in

process(3) Layout Kaizen(4) Stronger

production control

(1) Reduce reprocessing

(2) Process inspection

(3) “Hinshitsu-Hozen”(4) Raw material

‘Kaizen’

Production Lead Time Efficiency

10090

(Planned quantity – Production quantity)*Planned quantity

Performance Rate

96

81

Non-defective Rate

99

97

Raw Material yield

99

96

Labour Productivity

100

77

Lead Time Efficiency

100

90

Raw Material

loss

Enhanced labor productivity by labor saving, saving of energy and improved yield are important in accomplishing efficiency in process industry in addition to merely enhancing overall production efficiency.

TPM STANDS FOR…….Total Profit Management

ThroughTotal Perfect Manufacture

ThroughTotal Productive Maintenance

ThroughTotal People Management

Total Proud Management