Academic Seminar Slide

1. TOTAL PRODUCTIVE
MAINTENANCE (TPM)
Name : Praful Manohar Nimbargi
Roll No. : ME 091
USN : 2SD02ME055
Project guide: Asst. Prof. R. D. Bhadri

2. Introduction:
Analyzing TPM into its three words, we have:
 Total = All encompassing by maintenance
and production individuals working together.
 Productive = Production of goods and
services that meet or exceed customers’
expectations.
 Maintenance = Keeping equipment and plant
in as good as or better than the original
condition at all times.

3. What is TPM?
 TPM is a process to maximize the productivity
of an equipment for its entire life.
 TPM is a maintenance program which
involves a newly defined concept for
maintaining plants and equipment.
 Goal of TPM is to markedly increase
production while, at the same time, increasing
employee morale and job satisfaction.

4. Continued…
 TPM brings maintenance into focus as a
necessary and vitally important part of the
business.
 It is no longer regarded as a non-profit
activity.
 The goal is to hold emergency and
unscheduled maintenance to a minimum.

5. Parts of TPM:
1. Breakdown maintenance:
 People wait until equipment fails and repair
it.
 Such a thing could be used when the
equipment failure does not significantly
affect the operation or production or
generate any significant loss other than
repair cost.

6. Continued…
2. Preventive maintenance (1951):
 Daily maintenance (cleaning, inspection,
oiling and re-tightening).
 Design to retain the healthy condition of
equipment and prevent failure through the
prevention of deterioration, periodic
inspection or equipment condition diagnosis,
to measure deterioration.

7. Continued…
a. Periodic maintenance (Time Based
Maintenance – TBM):
 TBM consists of periodically inspecting,
servicing and cleaning equipment and
replacing parts to prevent sudden failure and
process problems.

8. Continued…
b. Predictive maintenance:
 Service life of important part is predicted
based on inspection or diagnosis, in order to
use the parts to the limit of their service life.
 Compared to periodic maintenance,
predictive maintenance is condition based
maintenance.
 It manages trend values, by measuring and
analyzing data about deterioration and
employs a surveillance system, designed to
monitor conditions through an on-line
system.

9. Continued…
3. Corrective maintenance (1957):
 It improves equipment and its components
so that preventive maintenance can be
carried out reliably.
 Equipment with design weakness must be
redesigned to improve reliability or
improving maintainability.

10. Continued…
4. Maintenance prevention (1960):
 It indicates the design of a new equipment.
 Weakness of current machines are
sufficiently studied (on site information
leading to failure prevention, easier
maintenance and prevention of defects,
safety and ease of manufacturing) and are
incorporated before commissioning a new
equipment.

11. History of TPM:
 Innovative Japanese concept.
 Origin can be traced back to 1951 when
preventive maintenance was introduced in
Japan. However, concept of preventive
maintenance was taken from USA.
 Nippondenso was the first company to
introduce plant wide preventive maintenance
in 1960.

12. Continued…
 Preventive maintenance is the concept
wherein, operators produced goods using
machines and the maintenance group was
dedicated with work of maintaining those
machines.
 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).

13. Continued…
 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.

14. Continued…
 Thus preventive maintenance along with
Maintenance prevention and Maintainability
Improvement gave birth to Productive
maintenance.
 The aim of productive maintenance was to
maximize plant and equipment effectiveness
to achieve optimum life cycle cost of
production equipment.
 By then Nippon Denso had made quality
circles, involving the employees participation.

15. Continued…
 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.

16. Similarities between TQM and
TPM:
 Total commitment to the program by upper
level management.
 Employees must be empowered to initiate
corrective action.
 A long range outlook must be accepted as
TPM may take a year or more to implement
and is an on-going process. Changes in
employee mind-set toward their job
responsibilities must take place as well.

17. Differences between TQM and
TPM:
Category TQM TPM
Object Quality (Output
and effects)
Equipment
(Input and
cause)
Means of
attaining goal
Systematize the
management. It
is more
software
oriented.
Employees’
participation. It
is more
hardware
oriented.
Target Quality for PPM
(parts per
million)
Elimination of
losses and
wastes.

18. Overall goals of TPM:
 Maintaining and improving equipment
capacity.
 Maintaining equipment for life.
 Using support from all areas of the operation.
 Encouraging input from all employees.
 Using teams for continuous improvement.

19. The Plan:
Seven basic steps get an organization started
toward TPM:
 Management learns the new philosophy.
 Management promotes the new philosophy.
 Training is funded and developed for
everyone in the organization.
 Areas of needed improvement are identified.
 Performance goals are formulated.
 An implementation plan is developed.
 Autonomous work groups are established.

20. Learning the New Philosophy:
 One of the most difficult things for senior
management to deal with is change.
 They need to learn about TPM and how it will
affect their operations.
 Benchmarking with a successful organization
will provide valuable information.
 Any cultural change takes a special
dedication, by management to provide long-
term, top to bottom support for improvement.

21. Continued…
 The easy approach is to accept today’s good
performance numbers and say, “Why
change?”
 The answer is to gain a competitive edge and
to increase profits.
 Many of an organization’s competitors are
most likely improving and will be far ahead of
other non-changing organizations in the
future.

22. Continued…
 There also exists, in management, the
concept that somehow because “I am the
chief, I know more than those who work
here.”
 TPM is merely trying to tap into an unused
resource, the brain power and problem-
solving ability of all the organization’s
employees.

23. Continued…
 Thus, it is necessary to allow people to make
decisions.
 This approach is not permissive
management, because management is still
responsible for the performance of the
organization.
 It does, however, represent a different way of
managing.

24. Continued…
 Many organizations have had the flavor-of-the
month approach to changing management
techniques.
 Management is changed and the new
manager does not build on past
accomplishments but develops a “new
system” that will presumably solve all of the
organization’s problems.

25. Continued…
 Lack of ownership seems to cause low morale
and dissatisfaction with management.
 Ownership should be based on what is good
for the customer and for the employees that
serve the customer.
 Initially this change will require more work by
management.

26. Promoting the Philosophy:
 Senior management must spend significant
time in promoting the system.
 They must sell the idea and let the employees
know that they are totally committed to its
success.
 Like TQM or any other major change in an
organization, there must be total commitment
from the top.

27. Continued…
 Too often lip service is given to a “new idea.”
 This action is usually brought on by a belief
that the new system will solve some
immediate problems and lead to an
immediate return on investment.
 A long-term commitment to the new
philosophy is required.
 It has been proven by other organizations to
be a better way of doing business.

28. Continued…
 Management should lead the way by
practicing the new philosophy.
 Organizations that are having difficulties owe
it, in part, to insincere leadership.
 One of the best ways to implement the new
philosophy is just to start doing it. In other
words, start giving the maintenance and
production personnel some more autonomy.

29. Training:
 Don’t just teach the HOW: also teach the
WHY.
 Senior management must spend time learning
about and understanding the ramifications of
applying this philosophy to their organization.
 Middle management must learn how to deal
with the team approach.
 A great benefit of TPM is the cross-pollination
of ideas between maintenance technicians
and production operators.

30. Improvement Needs:
Six major loss areas need to be measured
and tracked:
 Downtime losses:
1. Planned
a. Start-ups
b. Shift changes
c. Coffee and lunch breaks
d. Planned maintenance shutdowns

31. Continued…
2. Unplanned Downtime
a. Equipment breakdown
b. Changeovers
c. Lack of material

32. Continued…
 Reduced Speed Losses
3. Idling and minor stoppages
4. Slow-downs
 Poor Quality Losses
5. Process nonconformities
6. Scrap

33. Continued…
 Downtime losses are measured by
equipment availability using the equation,
A = (T/P) * 100
where A → availability
T → operating time (P − D)
P → planned operating time
D → downtime

34. Continued…
 Reduced speed losses are measured by
tracking performance efficiency using the
equation,
E = (C*N / T) * 100
where E → performance efficiency
C → theoretical cycle time
N → processed amount (quantity)

35. Continued…
 Poor quality losses are measured by
tracking the rate of quality products produced
using the equation,
R = [(N-Q) / N] * 100
where R → rate of quality products
N → processed amount (quantity)
Q → nonconformities

36. Continued…
 Equipment effectiveness is measured as
the product of the decimal equivalent of the
three previous metrics using the equation,
EE = A * E * R
where EE → equipment effectiveness, or
overall equipment effectiveness (OEE)
 The target for improvement is 85%
equipment effectiveness.

37. Example Problem:
Last week’s production numbers on
machining center JL58 were as follows:
 Scheduled operation
= 10 hours/day; 5 days/week
 Manufacturing downtime due to meetings,
material outages, training, breaks, and so
forth = 410 minutes/week
 Maintenance downtime scheduled and
equipment breakdown = 227 minutes/week
 Theoretical (standard) cycle time
= 0.5 minute/unit
 Production for the week = 4450 units
 Defective parts made = 15 units

38. Solution:
 P = (10 hours/day) * (5 days/week) * (60
minutes/hour) = 3000 minutes/week
 D = (410 minutes/week) + (227 minutes/week)
= 637 minutes/week
 T = (P − D) = (3000 − 637) = 2363 min/week
 A = (T/P) * 100 = (2363/3000) * 100 = 78.8%
 E = (C*N / T) * 100 = (0.5*4450 / 2363) * 100
= 94.2%
 R = [(N−Q) / N] * 100 = [(4450−15) / 4450] *
100 = 99.7%
 EE = A * E * R = (0.788) * (0.942) * (0.997)
= 0.74 = 74%

39. Goal:
 Goals should be set after the improvement
needs are identified.
 A good first goal is to establish the timeframe
for fixing the first prioritized problem.
 Identifying needs and setting goals begins the
process of getting the organization to work
together as a team.

40. Developing Plans:
 First, develop and implement an overall plan
of action for training all employees.
 Plans for developing the autonomous work
groups should take place during the training
phase.
 Plan to use teams of maintenance
technicians and operators to work on
particularly troublesome problems.

41. Continued…
 Priorities can be set and management can
make a commitment with resources to correct
some of the basic problems.
 Using the team approach will set the stage for
development of autonomous work groups,
which are teams established for daily
operations.
 At this point, employees should have input
into how these autonomous teams are
structured.

42. Continued…
 Part of the planning process should take into
consideration that autonomous work groups
will change over time.
 As processes and procedures are improved,
the structure of the whole organization will
change.
 It would be unreasonable not to expect
autonomous work groups to change also.

43. Autonomous Work Groups:
 Autonomous work groups are established
based on the natural flow of activity.
 First, make the operator responsible for the
equipment and the level of maintenance that
he is capable of performing.
 Next, identify the maintenance personnel who
work in certain areas or have certain skill
levels.

44. Continued…
 Operators and maintenance personnel are
brought together, resulting in an autonomous
work group.
 These groups must have the authority to
make decisions about keeping the equipment
in first-class running order.
 The structure of autonomous work groups will
vary with different applications and types of
industries.

45. Continued…
 The team approach, employee involvement,
provides the necessary information to
determine the structure.
 Maintenance technicians are also consultants
to the operating personnel.
 They train operators in how to do certain
tasks, such as oiling, minor troubleshooting,
and set-ups.

46. Continued…
 The overall goal of the autonomous work
group is to reduce the occasions for
maintenance activity.
 A side benefit is freeing up highly skilled
maintenance technicians from the more
mundane routine tasks.
 Skilled technicians are utilized more
effectively in doing major overhauls and
assisting with troubleshooting problems that
the autonomous work group cannot handle.

47. Summary of above framework:
 The seven-step plan outlined provides a good
framework to establish TPM.
 It should be modified to meet different
organizational needs.
 An effective total productive maintenance
program will lead to improved quality and
productivity and, of course, an improved
bottom line.

48. Benefits of implementing a TPM
system:
 Reduction in unplanned downtime
 Increased production capacity
 Reduced maintenance expenditures, and
longer equipment life
 Machine operators are involved in maximizing
equipment performance
 An overall Maintenance Plan is in place,
including Preventive Maintenance
 Improved part quality

49. Organization Structure for TPM
Implementation:
Block diagram

50. Examples:
1. The U.S. Postal Service of Albany, New
York used TPM to save $86,000 annually by
standardizing procedures and reducing the
use of outside contractors for vehicle work.
Based on their revision of maintenance
procedures, 11 other facilities in the North
East are changing their practices, and $4.5
million could be saved if 179 sites nationwide
also change their practices. Because of their
efforts, the U.S. Postal Service of Albany,
New York was a 2000 RIT/USA Today
Quality Cup finalist.

51. Continued…
2. Yamato Kogyo Corp. of Japan, a
motorcycle control-cable maker, received a
total productive maintenance award from
Yamaha Corp. in the 1990s. Using total
productive maintenance, they improved
productivity by 130%, cut accidents by 90%,
reduced defects by 95%, and increased the
employee suggestion rate by over 300% by
5 per employee per month.

52. Continued…
3. A team of workers at Kadena Air Base in
Japan won the 1995 RIT/USA Today Quality
Cup for government by using total
productive maintenance to reduce the failure
rate of AIM-9 missiles from 102 per month to
15 or less per month.
 After the multi-disciplinary team
brainstormed the missile malfunctions and
repairs, they focused on the argon gas used
to cool the missile as the source of the
problems.

53. Continued…
 Results of the team’s TPM included:
i. Repair after a missile fails to launch the first
time.
ii. Technicians verify that the argon bottles
seal properly.
iii. Fit all argon bottles with new $0.13 O-ring
seals.
iv. Train pilots to describe malfunctions to
technicians.
v. Begin tracking repairs on the metal probes
to which the argon bottle attaches.

54. Continued…
4. Sonia Ishikawa Corp. of Japan, a
suspension and steering components
subcontractor for Japanese automakers,
received an award from the Japan Institute
for Plant Maintenance, for its total productive
maintenance effort.

55. Continued…
Their effort in total productive maintenance
involved four stages:
 Organizing teams to reduce equipment
failures and defects.
 Better design for manufacturability and
better production management.
 Improving plant automation.
 Improving office automation.

56. Continued…
 The results of their effort on total productive
maintenance were:
 75% reduction in defects
 50% higher productivity
 95% reduction in equipment breakdowns.

57. Conclusion:
 Today, with competition in industry at an all
time high, TPM may be the only thing that
stands between success and total failure for
some companies.
 It can be adapted to work not only in industrial
plants, but in construction, building
maintenance, transportation, and in a variety
of other situations.

58. Continued…
 Employees must be educated and convinced
that TPM is not just another "program of the
month" and that management is totally
committed to the program and the extended
time frame necessary for full implementation.
 If everyone involved in a TPM program does
his or her part, an unusually high rate of
return compared to resources invested may
be expected.

59. Bibliography:
 Total Quality Management, Third Edition ─
Dale H. Besterfield, Carol Besterfield-Michna,
Glen H. Besterfield, Mary Besterfield-Sacre,
Eastern Economy Edition, Prentice-Hall,
India.
 Productivity Press Inc., P.O. Box 13390,
Portland, OR 97213-0390.
 Implementing TPM ─ Robinson, Charles J.,
Ginder, Andrew P., Productivity Press,
Portland Oregon, 1995.

60. Continued…
 Society of Manufacturing Engineers, P.O.
Box 6028, Dearborn, MI 48121
 TPM for America ─ Steinbacher, Herbert R.,
Steinbacher, Norma L., Productivity Press,
Portland, Oregon, 1995.
 TPM ─Takahashi, Yoshikazu, and Osada,
Takashi, Asian Productivity Organization,
Tokyo, 1990.

61. Continued…
 Internet References:
 http://www.tpmonline.com/articles_on_tot
al_productive_maintenance/tpm/tpmrobert
s.htm
 http://www.plant-
maintenance.com/articles/tpm_intro.shtml

62. End of slide show
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