It is a holistic approach towards equipment maintenance where the aim is to achieve the best possible productivity with no breakdowns, no unplanned failures, no stops, no defects and no accidents.

2. C O N C E P T
“Inherent within the TPM concept are the aspects of enhancing the overall effectiveness
(efficiency) of factory equipment, and providing an optimal group organizational approach in
the accomplishment of system maintenance activities. (Blanchard,1997)”
Total Productive Maintenance can be understood as a holistic approach towards
equipment maintenance, where the aim is to achieve the best possible
productivity with
• no breakdowns,
• no unplanned failures,
• no stops,
• no defects and
• no accidents.

3. • Proactive and Preventive Maintenance is the key.
• The roles of production and maintenance teams in TPM are blurred in a way that the
operators running or using the equipment himself is empowered to responsibly maintain it.
• Creating a shared responsibility for equipment maintenance between floor workers and
maintenance staff improves equipment’s up-time, reduces the cycle time and eliminates
any potential defects.
• TPM can enhance the production volume and employee morale at the same time.
• The main objective behind TPM implementation is to grow your plant’s and equipment’s
productivity, but, with only a modest maintenance investment.
C O N C E P T

4. THE 6 BIG LOSSES
OVERALL EQUIPMENT EFFECTIVENESS (OEE) is the performance metric used to measure the
equipment’s productivity, which is affected by 3 factors:
1. Performance: The performance factor has two losses that can be associated with it,
a) Equipment running at a reduced speed
b) Minor stops between or within cycles
2. Availability: This factor also has two imminent losses that can be associated to the machine’s
availability to produce:
a) Equipment or machine breakdowns
b) Product changeover time
3. Quality: finally, the Quality factor is affected by losses of:
a) Start-up rejections which occur when a new product is being produced on the
equipment.
b) Running rejections which occur during the production run which hamper the product’s
quality.

5. PILLARS OF TPM
• The TPM’s foundation is a stable
5S implementation, or else
disorganization, indiscipline and
inefficiency creeps in which
eventually causes the failure of
the whole TPM program itself.
• Once 5S stability is achieved, we
can go forward and start
implementing TPM.

6. PILLARS OF TPM

7. TPM PILLARS DESCRIPTION EFFECTS
1 Focused Improvement
Cross-functional teams focus
on improving the performance
and reliability of problematic
equipment.
Improve problem solving skills
of the employees and cross-
functional communication.
2 Autonomous Maintenance
The basic maintenance
responsibility of the
equipment lies in the hands of
the operator.
Operator is empowered and
machine reliability improves.
3 Planned Maintenance
Scheduled periodic
maintenance planned
according to the equipment’s
past failure rate.
Maintenance can be aligned
to the lean production
periods.
4 Training & Education
Training of the workforce to
bridge skill and knowledge
gap.
Employees are empowered
and the cumulative skill level
in the organization improves.
PILLARS OF TPM

8. TPM PILLARS DESCRIPTION EFFECTS
5 Early Management
Equipment designs are aligned
to the lessons learnt from the
past TPM initiatives.
New equipment achieves its
full potential but in a much
shorter period of time.
6 Quality Maintenance
Ingraining quality in the
equipment itself to reduce
defects to zero.
Reduction in defect
occurrences.
7 Office Kaizen
Spreading the principles in
the administrative functions.
Supporting functions also
understand hence are aligned
to the TPM benefits and
contribute towards it.
8 Safety, Health & Environment
Ideal working environment
devoid of any accident and
injury possibilities.
Healthier workforce and
elimination of any harmful
working conditions.
PILLARS OF TPM

9. TPM IMPLEMENTATION
• TPM implementation is a long and
well planned process that should be
worked out with full participation
from all the employees across the
functions and levels of the
organization.
• The following implementation steps
or process can help us in our
companies to effectively incorporate
TPM in daily operations:

10. TPM IMPLEMENTATION

11. References
• Benjamin S. Blanchard, (1997). "An enhanced approach for implementing total productive
maintenance in the manufacturing environment", Journal of Quality in Maintenance
Engineering, Vol. 3 Iss: 2, pp.69 - 80
• “An introduction to Total Productive Maintenance (TPM)”, Retrieved from: www.plant-
maintenance.com.
• "Seiichi Nakajima - The Principles and Practice of TPM", Retrieved from: www.cetpm.de.
• Prabhuswamy, M; Nagesh, P; Ravikumar, K (February 2013). "Statistical Analysis and Reliability
Estimation of Total Productive Maintenance". IUP Journal of Operations Management.
Rochester, NY: Social Science Electronic Publishing. XII (1): 7–20.
• Nicholas, John (1998). Competitive manufacturing management. Europe: McGraw-Hill.
• Creech, Bill (1994). Five Pillars of TQM: How to Make Total Quality Management Work for You.
E P Dutton.

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